1.  **GOOD MORNING,**

> I'm Jonathan Herz, with the United States General Services
> Administration (GSA). I'm here today with Rob Obenreder to talk about
> our work at GSA in searching for ways to develop workplaces that
> create lasting value for an organization. We call them "**Sustainable
> Workplaces**".
>
> This presentation is aimed at all those who are involved in creating
> workplaces. We would like to poll to share with each other some
> background on who is here today:

-   workplace designers

-   project managers

-   facility/building managers

-   users/occupants/customers

-   others

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2.  **FIRST, A BIT ABOUT WHO WE ARE**

-   **GSA** is one of the three central Executive Branch management
    agencies in the Federal Government, along with the Office of
    Personnel Management and the Office of Management and Budget.

-   Through the **Public Buildings Service (PBS)**, we house over 1
    million federal employees in over 330 million square feet of owned
    and leased space.

-   The **Federal Technology Service** **(FTS)** provides hardware,
    software and telecommunications services - like long distance rates
    of 1 cent/minute.

-   The **Federal Supply Service** (FSS) manages contracts for supplies,
    services, furniture and equipment.

-   And, the **Office of Governmentwide Policy (OGP)**, where we work,
    collects best practices, and develops and evaluates policies and
    guidelines for acquisition and management of goods and services for
    the Federal Government.

**SO, WHAT ARE WE DOING HERE?**

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3.  **TODAY WE'LL TALK ABOUT:**

-   **Rethinking standard practices - using sustainable products and
    services to create facilities that support healthier and more
    productive workplaces and workers, and,**

-   **Developing new ways of thinking - providing "workplaces" not just
    "interiors" or "buildings;" going beyond function and aesthetics,
    considering the nature of work and how it relates to your client's
    business and creating facilities that are aligned with business
    plans, and that integrate technology and human resources result in
    effective workplaces, rather than merely efficient ones.**

**LET'S TALK ABOUT TODAY'S WORKPLACE CHALLENGES**

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4.  **AS MANY OF YOU KNOW, TODAY'S WORKPLACE IS DIFFERENT FROM THE ONES
    MANY OF US STARTED WORKING IN 10 OR MORE YEARS AGO.**

> **WE NEED TO RECOGNIZE THAT YESTERDAY'S DESIGN SOLUTIONS WON'T WORK
> TODAY.**

-   **Market Pressures** - Increased focus on measurable performance
    improvement and customer satisfaction; the need to do more with
    fewer resources and reducing cycle times.

-   **Organizational Change** - How many of you have been reorganized in
    the last 5 years? In the last year? Hewlett Packard has reported a
    300% annual churn rate.

-   **Changing Demographics** - Today, we have three generations working
    in the same office. We have greater diversity, slower workforce
    growth, and the growing skill gaps that go along with the loss of
    corporate knowledge when, as in the Federal Government, 20 percent
    of the workforce is eligible to retire in the next 5 years.

-   **Employee Expectations** -- It's hard for some of us to believe,
    but today's workers are looking for a balance between their private
    and work lives. This means we have to provide healthy, sustainable
    work environments with more amenities, and accommodate remote and
    electronic workers, anytime and anywhere. Capital One uses the
    workplace as a recruitment tool.

-   **New Technology** -- We need to understand how workplace solutions
    are sometimes electronic -- not just bricks and mortar.

-   **And, finally, the Nature of Work itself is changing** -- Today's
    offices need to support collaborative, team-based work and evolving
    business processes.

**THESE ARE SOME OF THE DESIGN DRIVERS. NOW, WHO'S INVOLVED?**

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5.  **WOULDN'T OUR PROJECTS BE A LOT SIMPLER IF WE DIDN'T HAVE TO DEAL
    WITH ALL THOSE PEOPLE?!! BUT SINCE THAT'S NEVER GOING TO HAPPEN,
    WHAT DO YOU HAVE TO DO TO SUCCEED? YOU HAVE TO INVOLVE AND EDUCATE
    ALL ORGANIZATION STAKEHOLDERS.**

> **We argue that the physical work environment you create and the
> technology tools used are only successful when the organizational
> culture, business processes, and human resources are properly
> considered.** Successful workplaces can only happen when all of these
> players actively participate:

-   Management, from senior executives to line managers.

-   Employees who work in the offices and cubicles every day and the
    customers who interact there, and,

-   Don't forget the Project managers, Designers, and Facility managers.

> **But, the workplace as a business tool has not yet entered into the
> thinking of most offices.** Flexible workplace arrangements,
> technological advancements and security issues require new ways of
> thinking about the workplace, and the stakeholders must understand why
> the workplace is important.
>
> **THROUGH THIS PRESENTATION, WE HOPE TO HELP YOU RETHINK THE WAY IN
> WHICH YOU PROVIDE PRODUCTS AND SERVICES TO YOUR CUSTOMERS, AND CHANGE
> OR REINFORCE WAY YOU THINK ABOUT BUILDINGS AND THE WORKPLACE.**
>
> **NEXT**

6.  **SO HERE'S A SIMPLE QUESTION:**

-   Over the typical 20-year life of a facility: What is the single
    largest cost? **-- HIT RETURN**

-   Initial design and construction costs, and operation and maintenance
    costs are about 5% each. -- **HIT RETURN TWICE.**

-   What most people forget is that - **HIT RETURN** - by far the
    largest expense is that of the employees' salaries and benefits,
    which make up about 90 % of all costs.

-   **WHY IS THIS IMPORTANT TO US?**

-   Because the quality and effectiveness of workspace affects the
    people in it, and can have an immense impact on an organization's
    bottom line.

-   Our job is to create the best workplaces possible.

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7.  **IN ORDER TO CREATE THE BEST WORKPLACES, MANAGEMENT MUST UNDERSTAND
    HOW THE WORKPLACE AFFECTS THE PERFORMANCE OF THE ORGANIZATION, AND
    THAT THE WORKPLACE OFFERS AN OPPORTUNITY TO HELP THEM CREATE
    LONG-TERM VALUE FOR THE ORGANIZATION BY NOT JUST "SUPPORTING" THE
    WAY PEOPLE WORK, BUT BY [IMPROVING EMPLOYEE
    PERFORMANCE]{.underline}.**

> **OUR THESIS IS THAT THE WORKPLACE IS NOT JUST OVERHEAD: "*AN
> EFFECTIVE WORKPLACE GOES BEYOND FUNCTION AND AESTHETICS TO BECOME A
> STRATEGIC BUSINESS TOOL."***

-   That's just what major corporations and government agencies are
    beginning to do today, as they discover the strategic value of their
    workplaces as tools for maintaining a competitive edge, supporting
    their organization\'s mission and achieving strategic goals.

-   Through what we call the "Sustainable Workplace," organizations can
    meet business goals, as well as environmental and socioeconomic
    goals more effectively.

-   Building professionals who expect to do business with the Government
    should be familiar with these concepts and the skills required to
    deliver this type of long-term value.

**AND DEVELOPING THESE SKILLS WILL ENHANCE YOUR SERVICES, AND INCREASE
THE VALUE OF THE FINAL PRODUCT YOU PROVIDE TO YOUR CLIENT -- IMPROVING
BOTH FACILITY AND EMPLOYEE PERFORMANCE.**

Remember, providing poor environments can have disastrous long-term
effects.

**WE BELIEVE [APPROPRIATE INITIAL INVESTMENT]{.underline} WILL REAP
SUBSTANTIAL BENEFITS OVER THE FACILITY LIFE, ESPECIALLY IN IMPROVING
PEOPLE'S PERFORMANCE.**

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8.  **IN ORDER FOR FACILITIES TO SUPPORT THE WORKPLACE AND CREATE
    LONG-TERM VALUE, ORGANIZATIONS MUST MAKE AN [APPROPRIATE INITIAL
    INVESTMENT]{.underline} IN THEIR FACILITIES.**

> **HOW DO YOU MAKE THE BEST FACILITY INVESTMENT DECISIONS?**

-   Today's successful businesses understand the human and environmental
    implications of their business functions, so human and environmental
    issues are considered essential components of business processes,
    rather than the consequences of those processes. This lets them make
    the most economical business decisions, the ones that have the
    lowest life [true]{.underline} cycle costs.

-   In order to make those economical decisions, we must understand what
    **"true"** life cycle costs are.

> **IN THE GOVERNMENT, TRUE LIFE-CYCLE COST MEANS CONSIDERING NOT JUST
> THE LOWEST FIRST COST, BUT BEST VALUE CONSISTENT WITH OUR FISCAL,
> ENVIRONMENTAL AND SOCIOECONOMIC MANDATES.**

WHEN THESE ISSUES ARE FULLY CONSIDERED, OUR FACILITIES ARE SAFE TO
CONSTRUCT, OPERATE AND MAINTAIN, AND HAVE LASTING VALUE.

> **SO HOW DO WE GO ABOUT MAKING THOSE COMPLEX DECISIONS? AS YOU WILL
> SEE, SUSTAINABLE DEVELOPMENT IS A USEFUL FRAMEWORK FOR MAKING THE
> RIGHT CHOICES.**

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9.  **FIRST, LET'S START WITH THE BIG PICTURE.**

> **HOW WE CHOOSE TO LIVE HAS A PROFOUND EFFECT ON US AND ON FUTURE
> GENERATIONS (Your kids, my kids, [everyone's]{.underline} kids!)**
>
> **CONSIDER OUR ENVIRONMENTAL FOOTPRINT**

-   If everybody on earth lived like today's North Americans, it would
    take at least two more earths to support all of us.

-   25 percent of the world (the "developed" countries), consume 80
    percent of the world's total energy, while the poorest 20 percent of
    the world's population consumes less than 2 percent of its energy.

YOU CAN CHECK OUT YOUR OWN ENVIRONMENTAL FOOTPRINT AT myfootprint.org.
IT TOLD ME THAT IF EVERYONE LIVED LIKE ME, WE WOULD NEED 4.1 EARTHS, A
THIRD LESS THAN THE AVERAGE U.S. CITIZEN IN MY CIRCUMSTANCES WOULD.

> **AND WHAT ABOUT THE IMPACT OF BUILDINGS?**

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10. **OUR BUILDINGS ARE MAJOR "CONSUMERS" OF RESOURCES.**

> In the U. S., buildings consume 17 percent of the water, a third of
> the energy, 40 percent of the raw materials, and two thirds of the
> electricity used.
>
> They produce, directly or indirectly, about half of the sulfur
> dioxide, 40 percent of the landfill waste, a third of the carbon
> dioxide, and 10 percent of the particulate emissions.
>
> SO . . .

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11. **WHAT ABOUT THE IMPACT OF BUILDINGS ON THE PEOPLE WHO OCCUPY
    THEM?**

> **WE SPEND [90 PERCENT]{.underline} OF OUR TIME INDOORS, MUCH OF THAT
> AT WORK.**
>
> **How is this affecting us?**

-   Studies have shown that up to 30% of U. S. office workers suffer
    from sick building syndrome. Emphasis on energy efficient,
    super-insulated homes and offices, without consideration of other
    factors, has contributed to this.

-   Commonly used furniture, carpeting, and cleaning products often
    contain dangerous chemicals that \"off-gas\" degrade the quality of
    the indoor air we breathe.

-   **A HEALTHY WORKPLACE OFFERS TREMENDOUS ORGANIZATIONAL BENEFITS THAT
    DWARF FACILITY CONSTRUCTION AND MANAGEMENT COSTS. So, c**utting
    first costs and improving efficiency are bad business decisions if
    they adversely affect the largest cost center of any business: it's
    people.

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12. **FORTUNATELY, THROUGH SUSTAINABLE DEVELOPMENT, WE CAN BEGIN TO
    ADDRESS MANY OF THESE ISSUES.**

-   **Sustainable Development is a fundamentally optimistic concept,
    Meeting today's needs [and]{.underline} those of future
    generations.**

-   **THE MCDONOUGH BRAUNGART DESIGN PROTOCOL HELPS DEFINE THE
    SUSTAINABILITY OF PRODUCTS AND SERVICES BY CONSIDERING:**

-   Environmental stewardship,

-   Social responsibility,

-   and Economic prosperity

> **ON A PRACTICAL LEVEL IT ASKS:**

-   Does it make economic sense?

-   Are employees being treated and paid fairly?

-   Are products and services safe?

-   And, are we making effective use of our resources?

> **SUSTAINABLE DEVELOPMENT HELPS YOU TO MAKE THE RIGHT CHOICES.**

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13. **IN PLANNING, DESIGN AND CONSTRUCTION OF NEW FACILITIES,
    SUSTAINABLE DEVELOPMENT IS A TEMPLATE FOR MAKING BUSINESS DECISIONS.
    PROPERLY APPLIED, IT:**

-   Eliminates the need for environmental mitigation,

-   Eliminates toxic materials and byproducts (e.g., formaldehyde,
    dioxin, chromium, arsenic, etc.), in the workplace and community,

-   Minimizes or eliminates the construction waste,

-   Reduces contingent liability,

-   Increases worker safety, and

-   Creates facilities that offer long-term value -- improving the
    performance of both the facility [and]{.underline} those using it.

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14. **IN REPAIR AND ALTERATION PROJECTS, IT IS AN OPPORTUNITY TO IMPROVE
    EXISTING ENVIRONMENTS.**

> We can abate unhealthy materials, like:

-   Asbestos in insulation, floor tile, ceiling tile, etc.,

-   Lead in paint, piping,

-   PCB's in existing electrical equipment, and

-   Dioxins and phthalates associated with chlorine-based plastics in
    floor tiles, wall covering, and siding.

REMEMBER, HOW YOU SELECT MATERIALS DETERMINES THE INDOOR ENVIRONMENTS
WHERE PEOPLE WORK AND THE HOW THOSE SPACES WILL BE OPERATED AND
MAINTAINED.

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15. **AND DON'T FORGET THE OCCUPIED FACILITY. ON A DAY-TO-DAY BASIS,
    THIS IS WHERE YOU HAVE THE GREATES IMPACT ON THE TENANTS. HOW YOU
    OPERATE AND MAINTAIN YOUR FACILITIES HAS A LARGE ENVIRONMENTAL
    IMPACT, TOO.**

CLEANING OF COMMERCIAL AND INSTITUTIONAL BUILDINGS IN THE US EACH YEAR
IS RESULTS IN:

-   Using 6 **billion** pounds of cleaning and maintenance chemicals,

-   Consuming 4.5 [billion]{.underline} pounds of janitorial paper from
    about 50 [million]{.underline} trees,

-   And, dumping hundreds of millions of pounds of waste into our
    landfills.

-   Properly designed cleaning programs can:

-   Reduce overall environmental impacts on occupant [and]{.underline}
    worker health

-   Improve employee performance and productivity

-   Reduce the environmental impacts of cleaning and waste disposal.

PUT ALL OF THESE TOGETHER AND YOU HAVE THE SUSTAINABLE FACILITY - ONE
THAT WILL SUPPORT A HEALTHY AND PRODUCTIVE WORKPLACE.

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16. **SUSTAINABLE FACILITIES ARE THOSE THAT SUPPORT HIGH-PERFORMANCE
    WORKPLACES. THEY ARE:**

> **FACILITIES THAT ARE DEVELOPED THROUGH AN [INTEGRATED DESIGN
> PROCESS]{.underline} THAT CONSIDERS THE INTERRELATIONSHIPS AMONG ALL
> BUILDING COMPONENTS AND SYSTEMS TO ACHIEVE MAXIMUM COST AND
> OPERATIONAL EFFICIENCIES.**

-   Facilities that support the health of the occupants by:

-   Using only those materials and methods for construction and
    maintenance, that do not harm those making, installing, or using
    them.

-   Providing excellent indoor air quality

-   Giving access to natural light and views

-   Facilities where those using and maintaining the facility have the
    proper training.

-   Facilities that are flexible and accommodate quick and inexpensive
    reconfiguration of workspace elements, including such things as
    furniture, lighting, power, data and communications connections, and
    ventilation) to accommodate different individual and organizational
    needs.

-   Allow occupants to control their comfort (temperature, ventilation,
    light, and space configuration

-   Support alternative work strategies developed as an integral part of
    business operations, including telework and shared workstations.

-   Provide a good range of useful amenities for the occupants and the
    community, such as a variety of transportation alternatives, food
    service, break areas with kitchenettes, exercise facilities,
    childcare, elder care, green space, and local availability of
    service businesses and amenities.

SUSTAINABLE BUILDINGS PROVIDE HEALTHY WORK ENVIRONMENTS THAT CONSIDER
THEIR IMPACT ON THE WORLD. THEY SUPPORT THE WAY WE WANT TO WORK TODAY
AND READILY ACCOMMODATE THE WAY WE WANT TO WORK TOMORROW.

**NEXT**

17. **WE'VE TALKED ABOUT THE FACILITY. NOW WE'LL FOCUS ON WHERE PEOPLE
    "GET UP CLOSE AND PERSONAL" WITH OFFICE BUILDINGS -- THEIR
    WORKPLACE.**

> **THE WORKPLACE DOES GREATLY AFFECT THOSE WHO USE IT. STUDIES PROVE
> THAT:**

1.  **The workplace improves employee satisfaction and health -** A DOE
    Study showed occupants closer to windows reported fewer health
    problems.

2.  **The workplace affects hiring and retention -** A Knoll Furniture
    study links higher retention with quality workspace and found it
    costs up to 150% of person's salary to replace them - \$75,000 to
    replace \$50,000 salaried person.

3.  **The workplace can improve people's performance -** Studies by the
    Rocky Mountain Institute, Johnson Controls, and the Heshong Mahone
    Group, among others, show that better workplace indoor environments
    can improve performance up to 6% and reduce absenteeism by up to
    45%.

4.  **And the workplace can improve the bottom line**:

-   **More flexible workspace can reduce churn costs by up to 90% -**
    Lucent Project Atlas reduced churn costs from \$2,800 to \$500 per
    move - savings of more than \$200 million over 10 years - used to
    justify higher first costs for better space.

-   **Alternative workplace strategies can reduce space costs**: Through
    telework and hoteling, the Patent and Trademark office will save
    \$1.5 million dollars per year in rent.

-   **Integrated systems reduce operation costs -** Daylight dimming,
    and split task and ambient lighting using high-efficiency fixtures
    in the CMU Intelligent Workplace reduces lighting loads by 70% (0.5
    watts/sf = savings of \$0.27/sf)

**SO HOW DO WE MAKE SURE THAT THE WORKPLACE RESPONDS TO THE WORKERS AND
BEST SUPPORTS AN ORGANIZATION'S NEEDS?**

**NOTES: (a)** Rocky Mountain Institute study showed that improvements
in thermal comfort, lighting, acoustics and indoor air quality could
increase productivity by 6% and reduce absenteeism by 8-45%. **(b)**
Individual control of airflow and temperature at people's desks
increased productivity by 1.5%. (Johnson Controls) **(c)** Elementary
school students who sat in classrooms with natural light performed up to
26% better than the kids who worked in artificial light. (Heshong Mahone
Group) **(d)** Use of skylights in all Wal-Mart stores increases gross
sales in those areas by 40%. (Heshong Mahone Group)

**NEXT**

18. **THIS IS ONE VERY LOW-COST SOLUTION -- YOU DON'T GET AN OFFICE, YOU
    GET CARGO PANTS.**

TODAY, SOME PEOPLE ACTUALLY CAN WORK THIS WAY.

At GSA we've also been considering other alternatives to issuing
everyone cargo pants.

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19. **SINCE 2000, THE OGP OFFICE OF REAL PROPERTY HAS HAD AN INNOVATIVE
    WORKPLACES DIVISION TO HELP THE US GOVERNMENT DEVELOP MORE EFFECTIVE
    WORKSPACE AND WORK STRATEGIES THROUGH THE FOLLOWING PROGRAMS:**

-   **The Sustainable Development** Program to advocate sustainability
    as a holistic business philosophy and change the way real property
    executives think about the workplace

-   **The Telework** Program to make it possible for people to work
    where they are most productive and balance their professional life
    and personal life.

-   **The Performance Measures Program** to benchmark key workplace
    indicators and help measure the effects of real estate on the
    organization, and,

-   **The Integrated Workplace Program,** where the workplace concept
    fulfills the business plan using innovative space and work strategy
    solutions.

**LETS LOOK CLOSER AT HOW THE INTEGRATED WORKPLACE ACTUALLY "WORKS."**

**NEXT**

20. **THE INTEGRATED WORKPLACE is one that accommodates individual work
    styles and alternative work strategies, allowing people to work
    when, where and how they can be most effective.**

> **THE INTEGRATED WORKPLACE IS A FRAMEWORK OF DESIGN PRINCIPLES** that
> link design to the way an organization works. It focuses on the
> interaction of people, place, and business tools, using a design
> process that integrates all three elements to provide the right
> solution.

## MAJOR PRINCIPLES 

-   The Integrated Workplace **unites an organization's strategic real
    property plan with its strategic business goals**. It allows the
    workspace to fit the business, rather than forcing the business to
    fit the space. (To many in government (and elsewhere) this seems to
    be a novel idea!)

-   THE INTEGRATED WORKPLACE IS A **COLLABORATIVE AND
    MULTIDISCIPLINARY** approach to providing workplaces THAT CAREFULLY
    DEFINES OCCUPANT AND ORGANIZATIONAL NEEDS AND WORK PRACTICES, THEN
    TRANSLATES THEM INTO APPROPRIATE PHYSICAL SPACE AND WORK STRATEGIES.

-   It addresses an organization's need to provide more cost-effective
    workspace that best suits how the organization works.

-   And, it provides better space and work process **flexibility** to
    accommodate organizational changes [quickly and
    economically]{.underline}.

**SO WHAT ARE SOME OF THE [BASIC CRITERIA]{.underline} THAT DEFINE THE
INTEGRATED WORKPLACE?**

**NEXT**

21. **GSA HAS DEVELOPED A LIST OF THE IMPORTANT QUALITIES EVERY
    WORKSPACE SHOULD HAVE, CALLED THE HALLMARKS OF A PRODUCTIVE
    WORKPLACE, AND THEY ARE:**

> 1 **Spatial Equity:** Meeting the functional needs of the users
> without compromising individual access to privacy, daylight, outside
> views, and aesthetics.
>
> 2 **Healthfulness:** Providing a clean, healthy building environment
> free of contaminants and excessive noise, with access to good quality
> air, light, and water.
>
> 3 **Flexibility**: Supporting work strategies that enhance employee
> work/life balance and provide systems and furnishings that can be
> easily adapted to accommodate organizational changes with a minimum of
> time, effort, and waste.
>
> 4 **Comfort:** Giving occupants some control over their environment by
> letting them adjust thermal, lighting, acoustic, and furniture systems
> to meet their needs.
>
> 5 **Technological Connectivity:** Providing full access to
> communications and data from anywhere (main office, telework or
> commuting center, home office, travel venues, etc.)
>
> 6 **Reliability**: Providing efficient, state-of-the-art heating,
> ventilating, air conditioning (HVAC), lighting, power, security, and
> telecommunication systems and equipment that are easily maintained,
> with appropriate back-up capabilities.
>
> 7 And, **a Sense of Place**: Offering workplaces that provide a unique
> character and appropriate image, to instill a sense of pride, purpose,
> and dedication. (Can it pass the "relative" test? -- Would you take
> pride in showing a family member where you work?)

**To these qualities, we also suggest that the workplace should have a
bit of whimsy -- an element of "fun".**

**AND HOW CAN YOU DELIVER THIS KIND OF SPACE? -- HERE IS A SIMPLE
CHECKLIST BY PROJECT PHASES THAT MAY HELP. (BROCHURES AVAILABLE)**

**NEXT**

22. **The First Phase: PLANNING THE INTEGRATED WORKPLACE**

1\. Choose a project team with the requisite expertise, sustained
involvement and interaction throughout the project, including
specialized expertise in lighting design, organizational development,
change management, and communication.

> 2\. Develop written project goals based on business strategies and
> organization mission, with broad constituency involvement.
>
> 3\. Make design decisions with occupant involvement based on defined
> goals and tasks.
>
> 4\. Use an integrated systems approach that considers impacts of each
> component on all the others to maximize design and operational
> efficiencies. (See the ABSIC Guidelines for High Performance
> Buildings)
>
> 5\. Base decisions on a life cycle cost analysis that considers the
> effects of design decisions on both facility [and]{.underline} staff
> costs over 10-20 years.

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23. **The Second Phase: DESIGNING AND IMPLEMENTING THE INTEGRATED
    WORKPLACE. Some major considerations are:**

> **1. Establishing workplace performance criteria and gathering
> benchmark data** needed to assess the organization's needs. Can use
> surveys, focus groups, workshops, data calls, etc. Go beyond
> traditional measures of cost per square foot and establish criteria
> that will measure workplace **effectiveness.** Can include:
> Flexibility (churn rate & costs, staff down-time), health (IAQ,
> absenteeism), user satisfaction (surveys, staff attrition), and
> sustainability (LEED rating, green specs)
>
> **2. Determine needs and strategies for helping people deal with
> change --** Need for communication, feedback, and guidance and/or
> training on use of new environment, equipment, and processes.
>
> **3. During space design,** base decisions and priorities on how well
> they **support established goals, criteria**, and work strategies, and
> how they affect the performance measures. Define engagement
> parameters, seek input, give choices, manage expectations, and keep
> people informed of reasons for major decisions, especially later
> changes.
>
> **4. During construction**, review all suggested revisions to project
> on their affect on the goals and performance measures -- don't let
> last minute changes dilute solution.

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24. **And lastly, just when you think you're done, there is MANAGING THE
    INTEGRATED WORKPLACE. Some things to consider are:**

> **1. Provide orientation and training for occupants.**

-   Have a formal introduction to the new space -- ribbon cutting, open
    house event

-   Develop an orientation program for new users, and keep for
    presenting to new hires

-   Develop a User\'s Manual: You get an owners manual with a car, a
    computer, a toaster! Why not for something far more valuable - your
    workplace. Developing a users manual should be part of design
    services, and explain how to use the furniture, technology, building
    systems, etc.

-   Develop office use protocols (rules) through group consensus, on
    expected behaviors and limits in the new space (may address use of
    common areas, reducing noise levels, impromptu meetings, core
    attendance times, remote work, quiet time (nap time?).

> **2. Conduct post-occupancy evaluation of new space.**

-   Commission systems -- are they performing as expected, working
    [together]{.underline} as expected.

-   Get immediate feedback from users on space

> **3. Measure workplace performance**

-   monitor conditions, track performance metrics previously established
    in the design process

-   Get feedback from users and building management through
    post-occupancy surveys.

> **4. Finally**, (if and when you have the money) **identify and make
> changes** necessary to support optimum staff performance.

**NEXT**

25. **SO, We've discussed sustainability (RETURN)**

> We've discussed the Integrated Workplace, **(RETURN)**
>
> Now, by **COMBINING THE CONCEPTS OF SUSTAINABLE DEVELOPMENT AND THE
> INTEGRATED WORKPLACE, we get**
>
> **(RETURN)**
>
> **THE SUSTAINABLE WORKPLACE**

**NEXT**

26. **A powerful concept for creating truly "world-class" workplaces,
    the Sustainable Workplace is a way to provide the most effective
    work strategies and environments that accommodate individual work
    processes and organizational goals, and identify ways to maintain
    and operate them at the greatest benefit - in other words, at the
    lowest, "true" life-cycle cost.**

Sustainable workplaces are those that support occupant health and
performance, respects the environment, maximize human capital, support a
more efficient organization, and make the most efficient use of
resources.

> **WHEN SUSTAINABLE WORKPLACE CONCEPTS INFORM YOUR WORKPLACE DECISIONS,
> CHANCES ARE YOU WILL MAKE THE RIGHT DECISIONS -- THOSE THAT BENEFIT
> THE PROJECT CONSTITUENTS, THE ENVIRONMENT, AND THE BOTTOM LINE.**

**NEXT**

27. **WE'VE MENTIONED HOW RESEARCH HAS LINKED THE QUALITY OF THE WORK
    ENVIRONMENT AND WORKER PERFORMANCE.**

> **KEY ENVIRONMENTAL FACTORS AFFECTING PERFORMANCE INCLUDE AIR QUALITY,
> TEMPERATURE, LIGHTING, AND VENTILATION**
>
> Dr. Judith Heerwagen, an environmental psychologist studying the
> psycho-social aspects of workspace, is discovering GROWING EVIDENCE
> THAT SO-CALLED "SPIRIT LIFTING" FEATURES IN THE WORK ENVIRONMENT MAY
> PROMOTE POSITIVE EMOTIONAL FUNCTIONING. THESE INCLUDE DAYLIGHT,
> INTERIOR SUN PATCHES, WINDOW VIEWS, CONNECTIONS TO THE NATURAL
> ENVIRONMENT, AND DESIGN THAT ENCOURAGE A SENSE OF COMMUNITY. (Roger
> Ulrich and Rachel Kaplan)

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28. **SO, WHY IS THIS IMPORTANT?**

There are quantifiable BENEFITS an organization can reap from a
SUSTAINABLE WORKPLACE. We have divided them into 3 major categories:

> 1\. Leveraging Human Capital
>
> 2\. Supporting Business Objectives
>
> 3\. Enhancing Portfolio Value

**NEXT**

29. **LEVERAGING HUMAN CAPITAL**

> This is the part that affect 90 percent of your business costs. The
> Sustainable Workplace helps in leveraging the value of an
> organization's employees through:

-   Increased occupant comfort & satisfaction in a more healthful work
    environment -- better IAQ, more daylight reduces illness and stress

-   Increased Productivity and Performance

-   Better Worker Interaction -- more teaming & collaboration

-   Improved Recruitment & Retention -- workplace is factor in hiring

-   Reduced Absenteeism -- means more hours on job

-   Better Work/Life Balance -- means happier employees who stay longer

**NEXT**

30. **THIS PROCESS also SUPPORTS BUSINESS OBJECTIVES**

Some of the benefits of good workspace include:

Enhancing Business Performance by:

-   Supporting business process evolution, being a tool for change

-   Making it easier to accommodate change without great expense

-   Meeting environmental and regulatory challenges.

-   Helping attract a world-class workforce.

-   Providing a framework for performance measurement and continuous
    improvement of financial goals, business processes, customer and
    employee performance.

-   Improving Customer Service: The workplace makes a statement,
    enhancing product brand and company image, while improving
    operations, enhancing community stewardship, and improving local
    environmental conditions.

-   Improving the Bottom Line by:

-   Reducing facility management costs - Space is easier to reconfigure
    and less expensive to operate and maintain (Lucent EVA life cycle
    justification)

-   Improving employee productivity -- (Rocky Mountain Institute showed
    improvements in thermal comfort, lighting, acoustics and indoor air
    quality can increase productivity by 6% and reduce absenteeism by
    8-45%.

-   Improves employee satisfaction and health - OSHA repetitive strain
    injuries cost U.S. \$20 to 100 billion annually, DOE study showed
    occupants closer to windows reported fewer health problems,

-   Helps in retaining staff, saving money and time spent (and lost) to
    replace them (Cost to replace estimated at 1-11/2 times salary)

-   Makes the best use of scarce resources of space, time, and money.
    Carnegie Mellon University found that: First cost per employee for
    building improvements ranged from \$0 to \$4,500 -- Per worker
    productivity increases from better workspace were as high as \$6,400
    per year.

**NEXT**

31. **A third category of Sustainable Workplace BENEFITS to an
    organization is ENHANCING PORTFOLIO VALUE.**

> This is the remaining 10 percent of organizational costs. Buildings
> that support a sustainable workplace help increase the value of
> owner's real estate portfolio through:

-   Greater Flexibility of Building systems and space -- saves on
    building owner reconfiguration time and expense for new tenants or
    existing tenant reconfigurations.

-   Better, more efficient use of space -- through better space planning
    and use of alternative workplace strategies such as telework and
    hoteling

-   Lowering operations and maintenance costs and impacts -- both time
    and expense -- lower utility costs, reduced waste removal fees,
    reduced labor costs.

-   Better able to support and adapt to tenant needs, changes, and
    innovations, including supporting Innovative Workplace Strategies
    such as telework, hoteling, and virtual workplace -- to improve
    employee performance and satisfaction.

**NEXT**

32. **We've discussed what's "in it" for the building owner and tenant,
    but the sustainable workplace also benefits BUILDING
    PROFESSIONALS:**

-   **A sustainable workplace approach** helps designers better respond
    to customers by addressing changing workplace paradigms, gaining
    better knowledge of their business, getting better feedback,
    clarifying and prioritizing project requirements, and providing
    workplace solutions that more directly support customer's business
    goals and work processes.

-   **This approach can help make you more competitive** by providing by
    offering expertise that will directly affect more than just image or
    aesthetics.

-   **It can expands range of services offered to a customer**, going
    beyond "bricks and mortar" to strategic business support.

-   A sustainable workplace approach can **improve design solutions** by
    better defining and reaching agreement on design requirements and
    criteria, understanding design priorities, helping avoid multiple
    design iterations, and getting better customer satisfaction from the
    completed solution.

-   Gives you the opportunity to help you client **reduce facility
    management costs** with space that is easier and cheaper to operate
    and maintain.

-   Provides you with **more opportunity for long-term customer
    relationships.** When you make real estate part of organization's
    strategic plan, you have the chance for an expanded role -- and
    expanded fees -- as part of the on-going strategic planning team.
    (Some organizations have consultants who are on permanent retainer
    -- Nortel)

**NEXT**

33. **Here is an example of applying what I have been talking about on a
    small scale, which is the way much of our workspace gets done. All
    too soon after a "big project", incremental space changes occur. If
    these are not properly addressed, they can result in a loss of
    continuity and organizational cohesiveness.**

We applied sustainable workplace principles to our own office of 7,500
useable square feet.

We first defined why it was important to redo our space:

-   Improve conditions of office space for our staff -- provide more
    commodious, aesthetically pleasing space.

-   Increase the flexibility of the space to adapt to changing
    conditions.

-   Better use of our existing facilities (space, resources).

-   Test the validity and establish lessons learned for IW projects.

> We then held working sessions with the staff to identify how needs and
> how the workplace could relate to them.
>
> This effort provided us with great insight into what was needed for
> the organization to work better.
>
> **THE MOST IMPORTANT NEEDS IDENTIFIED BY STAFF WERE:**

-   Privacy and Noise

-   More User Adaptability

-   Improve environmental conditions

ADDITIONAL MANAGEMENT NEEDS WERE:

-   Provide opportunities for more collaboration

-   Be closer to staff

> **[OTHER NEEDS HIGH ON THE LIST]{.underline}:** Ergonomics/team
> space/storage
>
> **THROUGHOUT DESIGN AND CONSTRUCTION PROCESS, WE FILTERED DECISIONS ON
> WHAT TO DO AND WHERE TO SPEND LIMITED RESOURCES ON HOW THEY ADDRESSED
> THESE NEEDS.**
>
> **Another reason to redesign our space was:**

# NEXT

34. **•BECAUSE IT LOOKED LIKE THIS !**

AND SO DOES A LOT OF OTHER GOVERNMENT OFFICE SPACE.

NEXT

(Graphic -- old, dark, cluttered office space.

35. **WE STARTED BY LOOKING AT ALTERNATIVES TO TRADITIONAL OFFICE SPACE
    SOLUTIONS**

-   In addition to the physical workspace, the Office of Real Property
    utilizes telework, telework centers, and desk sharing to provide
    alternatives that best suit the way people can work most
    effectively.

AS WE CONSIDERED THESE ALTERNATIVE WORK STRATEGIES, WE ALSO LOOKED AT
WAYS TO SUPPORT THEM IN OUR PHYSICAL WORKPLACE.

-   The new workplace provides touchdown space for employees who work
    full-time outside the office.

-   It also includes such features as call forwarding phone service,
    cell phones, laptops, and remote e-mail and computer network access
    for those who are working in alternative locations -- at home, in
    telework centers, or while traveling.

**NEXT**

(Graphics: Touchdown workstations, typical office suite)

36. **MAJOR SPACE DESIGN CONCEPTS WERE DEVELOPED THROUGH A DESIGN
    CHARETTE, THEN REFINED WITHIN THE WRITTEN OBJECTIVES AND TEMPERED BY
    THE GOALS AND PARAMETERS AND STAFF FEEDBACK.**

> **PROJECT STATISTICS:** 7,500 Useable SF - 9,200 Rentable SF. Total
> Staff: 46 people - Total workstations: 42.

-   Reused existing space in new ways: **Important to note, no new space
    added**

-   Provided same size workstations, but, by reducing redundant
    circulation and downsizing executive office 1/3, able to provide
    more amenities, including: 3 small meeting rooms, Community space,
    Meeting space adjacent to each workstation, Flexibility to maximize
    either work station space or group space.

## DESIGN SOLUTION: PRIVACY/NOISE

-   Two-bay suite: Reduced open office space and circulation space. More
    in keeping with design of original building.

-   Desk locations: Larger, open spaces divided into 5-person "suites,"
    providing the opportunity for people to sit further apart from each
    other to reduce distractions.

-   Moveable partitions: Allow people to vary the degree of visual
    privacy.

-   Protocols: Protocols for noise control used -- phone ringers on low,
    no computer sounds, music with headphones, speak on phone in low
    voice.

## DESIGN SOLUTION: COLLABORATION

-   Co-locate staff on same floor, nearer to each other and their
    supervisors.

-   Meeting area in each suite can open up workstations to each other
    help support collaborative work.

-   Community Space -- the "Café": - hub of the office, a social meeting
    place and workspace alternative. Place to get your mail, make copies
    or faxes, have a quick meeting, prepare or eat lunch, or catch up on
    office activities with colleagues. It provides for chance encounters
    to conduct business in a quick, less formal way.

-   More meeting space: that was carved out of wasted circulation space
    and huge executive office.

-   Marker board partitions/boards: Visual way to record thoughts,
    discussions.

-   Public vs. private circulation: Putting major space circulation back
    in public corridors rather than internally puts people back into
    hallways where they see each other more -- lot of information gets
    transmitted in informal ways -- helps cut down on formal meetings,
    phone calls, and e-mails.

**NEXT**

37. **DESIGN SOLUTION: WORK ENVIRONMENT**

-   More daylight: In order to better take advantage of natural light in
    the spaces, the existing suspended ceiling was cut back at the
    windows and translucent panels were used where possible to separate
    workstations.

-   Task lighting: Provides increased light levels at best locations.
    Allows lower ambient light levels in entire room -- more calm, less
    uniform and boring, reduces energy consumption.

-   Ceiling fans: Reused window air conditioners allow for some local
    control of comfort. Ceiling fans in each office area improve air
    circulation and can be controlled by temperature if desired.

## DESIGN SOLUTION: ERGONOMICS

-   Task chairs: To improve workstation comfort each person was given
    the opportunity to test four different ergonomic desk chairs and
    select the one that worked best for them.

-   Keyboard trays with integral mouse pad: Other improvements include
    new adjustable keyboard trays with an integral mouse pad,

-   Flexible monitor location: Occupants can orient computer monitors
    towards view, and avoid window glare

-   Fewer overhead lights with non-glare lenses to reduce general
    (ambient) lighting levels and glare combined with task lighting for
    increased illumination at the desktop. (wish we had used more
    indirect fixtures)

-   Task lighting: Higher light levels on desktop where needed to reduce
    eyestrain, adjust as needed.

**NEXT**

(Graphics: Ergonomic chairs and new workstation)

38. **DESIGN SOLUTION: ADAPTABILITY / MOBILITY**

Workspace flexibility provided with:

-   User reconfigurable furniture- allow people to arrange to best suit
    there needs. Also easy to move for repairs.

-   2 task lights on desk put light where needed.

-   Cell phones, laptops: Work anywhere, anytime -- can forward office
    phone, so seamless access.

-   Located power and data/com connections on all walls so desk can be
    located anywhere.

-   Modular conference room tables on wheels can be moved anywhere (and
    taken anywhere, so keep track of them)

-   Telework options: People work at home, at telework center, on the
    road -- anywhere they need to.

-   Access floor: Plug and play power and data under access floor allows
    easy reconfiguration without long downtime, expense, or waste.

-   Modular carpet: Essential for access floor. Also allows easy repairs
    on any floor.

-   Modular wall: Relocatable partitions minimize waste and downtime --
    are initially more expensive than drywall partitions, but if
    relocated once, pay for themselves.

**NEXT**

(Graphics: Removable floor panel and typical workstation)

39. **SUSTAINABLE DESIGN SOLUTIONS:**

"GREEN" MATERIALS AND PRACTICES USED FOR THE PROJECT INCLUDE:

-   Recycled paper during office move: Sorting and recycling of waste
    paper during pre-construction moves.

-   Fabric and carpet with recycled content:

-   Kitchen floor 100% recycled plastic (from Yemm and Hart)

-   Increased daylight in offices and hall spaces by cutting back
    suspended ceiling to expose more light -- reduced use of artificial
    lighting, energy.

-   Experimental light shelves.

-   30% less overhead lighting: To save energy, overhead lighting
    fixtures were reduced by over 30%, relying on more natural light and
    task lighting to provide adequate illumination.

-   Use of compact fluorescent desk lamps

-   Separate switching of ceiling light fixtures along windows.

-   Use of motion-detector power strips.

-   Translucent partitions/screens at workstations

-   Energy Star rated ceiling fans

-   Relocating window air conditioners for more even distribution.

-   Restoration (where possible) of operable hall transoms.

-   Simple things have significant impact over time.

**NEXT**

(Graphics: Finish materials)

40. **SOME OF THE BENEFITS OF OUR SUSTAINABLE WORKPLACE SOLUTION:**

-   Showed it can be done on a budget: Total Cost: space renovation +
    fixtures, furniture, and equipment = \$49 / rentable SF

-   Cost per person (RE + IT + telecom) -- 3% below govt. average of
    \$11,500 per year

-   Utilization rate 199 rentable SF per person -- 13% below govt.
    benchmark (230 RSF)

-   House 46 people in 42 workstations = \$43,000 rent savings.

-   Best in class offices at BP = 200 sf and 20 to 35 percent
    collaborative space - our offices have 199 SF and 30% collaborative
    space

-   Have much greater flexibility to accommodate teams, house temporary
    help, satisfy individual work styles, move people quickly, do
    maintenance or repairs.

## MAJOR LESSONS LEARNED

-   IW Process requires special expertise: user-inclusive process
    requires additional time and special expertise.

-   Small projects must have multi-talented experts: Consultants too
    expensive for small projects. One person with broad expertise must
    perform many roles. Important skills: Interior design, project
    mgmnt., space planning, strategic planning, change management, group
    facilitating, survey and measurement, post-occupancy evaluation, and
    communication.

-   Project team must be willing to push envelope: Design and
    Procurement people.

-   Group dynamics expertise very important: Lack of experience causes
    problems -- like videotaping of workshop

-   Communicate, communicate, and communicate: Good communication is
    key. Maintain clear lines of consistent communication. Avoid
    conflicting information. Having one project leader disseminate
    information is recommended. Requires skill, diligence, lots of time.
    Can be done in-house, but also should be part of A/E services.

-   Define needs in performance terms: Define general requirements
    before getting to specifics -- not "need private office, but need
    complete privacy because...\-- user reconfigurable furniture, not
    just freestanding vs. panel mounted.

-   Access to multiple vendors best: No one company is likely to have
    all you need, so be able to order furniture and equipment from
    whichever vendor can meets your needs.

**NEXT**

(Graphics: New office suite and touchdown work stations)

41. **USING IW CONCEPTS TO DEVELOP HIGH-QUALITY OFFICE SPACE COULD OFFER
    BENEFITS TO FEDERAL GOVERNMENT FAR BEYOND SAVINGS A SHORTSIGHTED,
    LOWEST FIRST COST APPROACH OFFERS.**

> We are developing data that illustrates the potential of good
> workspace. Rough estimates based on the results found in the studies
> discussed previously, offer some glimpse of the magnitude of return on
> investment possible (1998 data): 636 million rentable SF office space,
> 1.8 million civilian Federal employees (not including the Postal
> Service), salaries and benefits of \$119 billion/year, and 2,080 hr.
> work yr.
>
> **FEDERAL EMPLOYEE COST BENEFITS MAY INCLUDE:**

-   **HEALTH** - An 8% reduction in absenteeism (based on RMI) could
    yield gain of over 1.2 million work hours per year, equivalent to
    about \$ \$202 million per year.

-   **RETENTION** - 20% higher retention rate could save over \$1
    billion in hiring, training, lost productivity per year (based on
    Knoll) 84,000 in Executive Branch alone quit Govt. (1998)

-   **PRODUCTIVITY** -- (Federal payroll of \$158 billion dollars p.a. -
    for each 1% increase in productivity the Govt. realizes benefit of
    \$1.5 billion dollars/year (based on West Bend Mutual Study). 3%
    productivity gain (based on RMI) yields about \$7.1 billion/year
    benefit.

FEDERAL OFFICE BUILDING COST BENEFITS MAY INCLUDE:

-   **CHURN COSTS** (for in-house employee moves). Based on Lucent
    Technologies model, with an 82% reduction in churn, from \$2800 to
    \$500 per workstation, and assuming a conservative 1 million
    workstations and a churn rate of 30% for Federal office space, we
    could save up to \$690 million per year in churn costs.

-   **UTILITY COSTS** - A 30 % reduction in energy costs (based on CMU
    results), we could expect saving about \$272 million per year, based
    on average energy cost of \$1.43 per SF.

-   **MATERIALS COSTS** - Other cost savings to be calculated could be
    by reducing construction waste; using more modular, reusable
    furniture systems

> **CONSERVATIVE TOTAL FEDERAL COST BENEFITS FROM IW CONCEPTS (WITHOUT
> ANY SAVINGS IN MATERIALS) WOULD BE OVER \$4 BILLION DOLLARS PER
> YEAR!!! WITH 3% PRODUCTIVITY GAIN - \$9 BILLION PER YEAR.**
>
> **SIMPLE PAYBACK WITH ADDITIONAL \$20/SF TENANT FIT OUT = 5.1 YEARS**
>
> **Another big step toward government sustainable workplaces is the GSA
> WorkPlace 20-20 Process.**

**NEXT**

42. **"WORKPLACE 20\*20" IS A NEW WORKPLACE DEVELOPMENT PROCESS
    DEVELOPED BY GSA PUBLIC BUILDINGS SERVICE TO HELP CREATE WORKPLACES
    THAT SUPPORT THE STRATEGIC AND ORGANIZATIONAL OBJECTIVES OF
    GOVERNMENT AGENCIES.**

> THIS PROCESS STARTS BEFORE AND GOES BEYOND TRADITIONAL SPACE DESIGN,
> ESTABLISHING A STRATEGIC BUSINESS FOCUS FOR WORKPLACE. Balance of
> People, Process and Place -- expressed as "B3 -- Business, Behavior,
> Building - must understand and address all of them
>
> Uses a Balanced Scorecard approach to analyze workplace, going beyond
> financial issues. Links space to customer, occupant, and business
> process measures.

-   It is a more deliberate, balanced process for making workplaces

-   Makes people think about HOW and WHY they work, not just where they
    work.

-   This process requires more up-front planning and analysis, which
    should result in fewer changes, less time during design development.

-   "Workplace 20-20 begins and ends with an organization's performance.

-   Currently in pilot project phase to test and refine process.

-   Currently have 17 pilot projects involving 4 federal agencies and
    more that 4, 500 federal employees. Can get "FREE" workplace
    consulting if agree to participate in pilot studies.

-   Across federal government - 29 projects using IW concepts, 16
    federal agencies in 18 states and DC, involving over 10,700 federal
    employees.

**NEXT**

(Graphics: "Venn diagram of "Behavior," " Business," and "Building,"
forming "A New Synergy")

43. **During this presentation, we have introduced you to some basic
    ideas -- our publications can give you more detail.**

> **THE GSA REAL PROPERTY SUSTAINABLE DEVELOPMENT GUIDE**, provides
> principles and implementation guidance, as well as,
>
> **TWO VIDEOS:**

-   **Highlights of William McDonough Speech**, a 50 minute video of
    Architect William McDonough's seminal ideas on sustainability, and,

-   **THE JOURNEY TO SUSTAINABILITY: A Conversation With Ray Anderson**,
    a 20 minute video of Ray Anderson, Chair of Interface, Inc's
    personal perspectives.

-   **REAL PROPERTY PERFORMANCE RESULTS**: Collects benchmark data on
    important workplace performance measures: Cost per square foot
    (owned and leased), Vacancy rate, cost per person, customer
    satisfaction, telework participation, sustainability.

# NEXT

(Graphics: Publication covers)

44. **•RECENTLY, WE PUBLISHED TWO REPORTS THAT INCLUDE CONCEPTUAL MODELS
    AND RESEARCH BY NOTED PROFESSIONALS: ·**

-   **PRODUCTIVITY AND THE WORKPLACE:** Featuring The Productivity
    Payback Model - perspectives on workplace measurement and
    [alternative work environments]{.underline}.

-   **PEOPLE AND THE WORKPLACE** -- addresses the three Cost Per Person
    Model components:

    -   People (demographic trends and organizational culture),

    -   Places (environmental research)

    -   Tools (technology creates the virtual workplace).

-   **THE INTEGRATED WORKPLACE**

-   **INNOVATIVE WORKPLACE STRATEGIES** -- More discussion of the
    sustainable workplace and alternative workplace strategies.

**NEXT**

(Graphics: Publication covers)

45. **CONCLUSION**

> **THE U.S. GOVERNMENT IS COMMITTED TO THE CONCEPTS OF THE INTEGRATED
> WORKPLACE AND THE SUSTAINABLE WORKPLACE. FOR BUILDING PROFESSIONALS,
> THIS MEANS:**

-   **Re-examining standard practices** - using sustainable products and
    services to create facilities that support healthier and more
    productive workplaces.

-   **Developing new ways of thinking** - going beyond function and
    aesthetics, considering the nature of work and how it relates to
    your client's business and providing "workplaces"-not just
    "buildings."

-   **Being advocates and partners for change -- Raising awareness of
    the workplace as strategic tool:** Educate your clients and help
    them use their workplace as a change agent. Building professionals
    must be advocates for change and partners in shaping the strategic
    goals at all levels of the organization.

-   **Offering expanded services:** We must be able to better
    demonstrate the value of the workplace and workplace services.
    Expand the services you provide, making them more relevant to
    today's organizational and workplace needs.

SUSTAINABLE WORKPLACES GO BEYOND FUNCTION AND AESTHETICS TO BECOME A
STRATEGIC BUSINESS TOOL. THEY ARE THE RESULT OF AN INTEGRATED,
SUSTAINABLE APPROACH TO DEVELOP WORKPLACES THAT REFLECT THE GSA
"HALLMARKS OF THE PRODUCTIVE WORKPLACE."

**NEXT**

46. **HERE ARE CONTACTS FOR THE GSA WORKPLACE PROGRAMS WE'VE TALKED
    ABOUT.**

### Sustainable Development

> §**OGP: Jonathan Herz 202.501.3476**
>
> §**PBS: Don Horn 202.501.4525**
>
> **Workplace Programs**
>
> §**OGP Int. Workplace: Rob Obenreder 202.208.1824**
>
> §**OGP Telework: Billy Michael 202-273-4663**
>
> §**PBS Workplace 20.20: Kevin Kelly 202.208.7656**
>
> **www.gsa.gov/realpropertypolicy.**

# THE END