# Real Property Policysite, Spring 2000

## "The Power of the Workplace"

***(Reprinted with permission byToday\'s Facility Manager, February 2000
issue, article \"The Power of the Workplace\" by Christine Menapace;
[www.tfmgr.com](http://www.tfmgr.com/))***

***Today's Facility Manager* Magazine covers the latest in innovative
workplace strategies with this overview of GSA's Integrated Workplace
(IW) Program and two IW-Related Projects. Read on!**

To Attract The Next Generation Of Government Employees, GSA Focuses On
Productive Space.

A visit to the headquarters of the General Services Administration (GSA)
in Washington, DC is a little like playing the game \"Let\'s Make A
Deal\" \-- it\'s always a surprise to learn what lies behind Door Number
One, Two, or Three.

Indeed, the facade depicts a mammoth historic building in an \"E\"
shape. (It was constructed in 1917 as the second largest office facility
in DC at the time.) But the interior tells another story; behind the
doors to various departments are environments \-- all different -- that
mirror the work GSA (often called the \"government\'s landlord\") is
doing in workplace design.

It is the physical manifestation of an agency in transition \-- one
moving from the sort of static bureaucracy often associated with
\"government\" to one whose goal is to be at the forefront of office
planning -- and naturally it involves a little bit of experimentation.
Concepts such as the Integrated Workplace (IW) and the Adaptable
Workplace Laboratory (AWL) are just some of the ideas waiting behind the
doors of the GSA headquarters today.

## Door 1: The Office of Real Property 

Behind Door Number One we find the office of David Bibb, Deputy
Associate Administrator of the Office of Real Property within the Office
of Governmentwide Policy (OGP), a division of the GSA. We find a
reception/waiting room that leads into a large private office with
windows. Within the private office, a roundtable in the corner creates
an ideal teaming space. It is here that Bibb talks about the exciting
new programs introduced by his office in the past year \-- the IW and
the AWL. (Editor\'s note: The AWL was actually introduced by GSA\'s
Public Buildings Service).

The Integrated Workplace: IW is, in essence, a \"game plan\" for Federal
agencies in developing and providing workspace that is cost effective,
flexible, and efficient. It is not, however, a \"one size fits all\"
prescription. There are no dictates on how much square footage a Federal
employee\'s cubicle should encompass; there are no guidelines on panel
heights; there are no requirements for furniture purchases.

Rather, the IW focuses on a key essential principle: uniting an
organization\'s strategic real property with its strategic business
goals. \"It\'s a process, as much as anything, of trying to understand
the business strategy\...where it\'s going\...and how your
infrastructure can support it,\" comments Bibb. With this departure from
standards, the 167-page IW study warns it\'s not a \"cookbook.\" It
states, \"This report cannot define the specific combination of work
alternatives, space configuration, and technology that will guarantee
the best work environments for each organization or employee. It does
identify concepts and methods your organization should consider when
thinking about how new work environments can best support your needs.
The concepts discussed here are a reaffirmation of sound design
principles that often get lost in the fray of budgets, schedules, and
politics.\" (The basic principles of the IW are listed below.)

*(Article continued below sidebar)*

> *(Sidebar)*
>
> **Principles of the IW**
>
> **T**here are three basic elements that must be considered together to
> provide integrated solutions to workplace needs. They are: ***people,
> space, and technology.*** Overall, the general findings of the
> Integrated Workplace are:

-   The quality and suitability of work space greatly affects the
    productivity and well being of those who use it. (This shouldn\'t be
    news to FM's.)

-   A clear definition of an organization\'s mission and goals and the
    work practices used to achieve them are prerequisites to developing
    the best workspace.

-   • Since people are the most important resource and greatest expense
    of any organization, the long-term cost benefits of a properly
    designed, user-friendly work environment should be factored into any
    initial cost considerations.

-   Strategic organizational planning must include real property
    consideration and have participation from facilities professionals.
    (A crucial point for FM's.)

-   As organizations continually reinvent themselves to remain
    competitive and stay ahead of rapid changes in business and
    technology, providing work spaces with flexibility to adapt to
    change is the most critical factor in support of new work processes
    and technology.

-   Support from senior management is essential for successful
    implementation of an IW.

-   The IW development process is a reiteration of good design practice
    that is comprehensive and primarily focused on the needs of the
    people and work processes rather than on space standards and
    furniture requirements.

> Robert Obenreder, AIA, the author of the study, comments, \"Everyone
> says, Show me the Integrated Workplace. (But I) can\'t\...it\'s a
> process, not a product.\"
>
> *(End of Sidebar)*

*(Article continued from above)*

**The Adaptable Workplace Laboratory.** While the IW may be more of a
workspace philosophy, the AWL, on the other hand is a quite tangible
11,000 square foot work space on the top floor of the GSA headquarters.
First conceptualized in early 1998, the AWL is a partner to Carnegie
Mellon University\'s (CMU) renowned Intelligent Workplace, profiled in
TFM\'s July 1998 article, \"This Perfect World.\"

In that article, TFM wrote about CMU\'s \"office of the future\" that
was conducting experiments in office design\--especially the idea of a
plug and play infrastructure. While CMU\'s workspace was built from
scratch, its creators, at that time, were looking forward to seeing
their ideas translated into a retrofit space at GSA. Well, that time has
now come.

Construction on the AWL space began in June 1999 and as of November 29
of the planned 47 workstations were completed and occupied. The space
will also eventually include a multimedia conference room, several small
team rooms, a service pub, and a business center. The most immediate
benefit of the project is that it will give GSA the experience it needs
to offer guidance and design services to other Federal agencies wishing
to retrofit older buildings to meet the needs of the modern workplace.

**A Common Goal.** Just as GSA partnered with CMU in creating the AWL,
it also reached out to industry professionals and organizations, such as
the International Development Research Council (IDRC) for ideas and
input in its IW study. \"We knew the 40 of us didn\'t know everything,\"
says Bibb.

As a result, the document, entitled \"The Integrated Workplace: A
Comprehensive Approach to Developing Workspace,\" has been gaining
attention well beyond the realm of government ever since its publication
last May. Bibb says, \"The whole idea is to pull together ideas and best
practices and blast those ideas out\...it\'s growing by word of mouth.\"

Janis R. Evink, research and communications specialist with the Ideation
Group of Holland, MI-based Haworth Furniture, comments, \"The
scope\...is astonishing. I\'ve been in the industry for 10 years and
have never seen a document\...that is so thorough in its understanding
and reach of the physical environment.\"

Why would the GSA undertake such efforts with its IW study and the AWL?
Because the government, like any employer, is finding it will soon have
to compete for quality employees. And, clearly, the workplace will play
a critical role. \"It is certainly a major, major consideration,\" says
Bibb. He explains that the government has an aging workforce and has not
attracted many young people in the last five to six years. With low-pay
and a less-than glamorous image, \"it\'s a tough sell to get someone to
work for the government\...if you add on top of it dumpy facilities,
who\'s going to come here?\" asks one GSA representative.

Thus GSA is taking a proactive approach in tapping into how young people
work by providing them with \"a full range of work tools and options.\"
This does not mean, however, GSA supports running out and buying all the
latest gadgets, gizmos, and furniture options. In contrast, the IW
report recognizes that the \"organization must work smarter with fewer
resources.\"

\"Corporations are struggling with this too,\" says Bibb. \"\[We think
many people don\'t know\] how to ask the right questions of the
employees and the organization.\"

## Door Number Two: The IW In Action 

**A**lthough, as mentioned before, the IW is a process, not a product,
the outcome of its application is, indeed, a physical workspace.

So we open Door Number Two---the Aircraft Management Policy Division.
(Yes, transportation is also part of the GSA.) Here, we enter an open
plan environment of 15 workstations and 2,500 square feet. And here we
meet Peter Zuidema, director of the division, who explains he already
had a redesign of his office ready to go when he heard Bibb talk about
the IW at a review. He then decided to \"stop the presses.\"

In order to combat problems of poor airflow and little daylight (caused
by private offices located around the perimeter of the space), Zuidema
says they had originally decided on a less than revolutionary plan. \"We
were going to use existing furniture and just move it around.\"

After learning about the IW, they took a different approach. According
to the IW study, \"developing an IW is a continuous process that flows
through three basic development phases: planning, implementation, and
post-occupancy management.\" It continues, \"Critical to the entire
process is developing a multidisciplinary project team comprised of both
an in-house steering committee that represents all facets of the
organization and talented professional consultants\....\"

So the division had a group workshop, and employees drew up a \"wish
list.\" At the same time, employees knew there was a budget to be
considered. Together, everyone jointly came up with a new design and
recommendations.

Today, there are several improvements to the space, including new
recycled Milliken carpet (approximately 60% less expensive than brand
new) and Haworth furniture. Panel heights are lower to allow more
natural light and air flow; mobile furniture is incorporated in some
workspaces. A conference area that was once located in the far corner
(which meant visitors had to walk by employee workstations, interrupting
work) is now near the office entrance. And a teaming area was created so
people no longer have to gather in cubicles for informal discussion.

Zuidema says, \"It\'s a huge improvement.\" He feels the IW concept
really uses common sense to lead a group through a thought process.

Elizabeth Allison, who helped in the redesign, comments, \"The idea of
the IW has given more light to the center of the office.\" Judith Lutz,
who works in the space, concurs. \"It\'s really nice and light. I like
the airiness. At first I was skeptical, but I\'m really pleased with the
way it turned out.\"

This is not to say that visitors to the space will immediately be
\"wowed.\" There\'s nothing flashy about the office to a visitor. It is
simply a space that works for its occupants. Which goes back to
Obenreder\'s difficulty in \"showing\" someone an IW. Because it is a
process dependent on determining the individual needs of employees and
the strategic goals of the organization, it will naturally have as many
different end results as organizations that try it.

## Door Number Three: The Adaptable Workplace Lab

After we leave the Aircraft Management Policy Division, we walk down
several long hallways. The exposed bunches of colorful cable in the
ceiling corners testify to the less than graceful updates sometimes
required to perform 21st century work in a 1917 building. We hop into an
elevator and find ourselves on the seventh floor, opening Door Number
Three \-- the home of the AWL.

A sharp contrast to the jumble of exposed cabling we just left behind,
the AWL is a workspace obviously pushing the envelope in design and
functionality. Light streams in from the many windows, and stackable
panels designate workstations containing the latest ergonomic furniture;
however, half the space is still in the disarray of construction.

Mike Atkinson, an architect with the National Capital Region of GSA, is
one of the project leaders. His enthusiasm for the AWL is apparent.
Pointing to the raised flooring which contains the power, voice, and
data cables \-- and even a distribution channel for the ventilation
system, he comments, \"\[We\] took a traditional office and turned it
upside down."

Besides the raised flooring, the AWL is defined by its other features
akin to CMU\'s space. These include:

-   Plug and play technology allows computers, telephones, heat pumps,
    and other components to be easily moved, added to, or removed from
    the basic grid of service\-\--with no rewiring. Essentially this
    means that to relocate employees, FM's only 1) unplug computers,
    telephones, and other equipment from the outlet box at each
    workstation, 2) move the outlet boxes and their corresponding floor
    tiles to the new location, and 3) plug the equipment into the outlet
    boxes again.

-   Individual controls at the workstations allow employees to customize
    their work environment.

-   The lighting system includes ambient, task, and natural lighting.

Atkinson says the space was designed not so much as an office, but as a
living lab. \"\[There\'s\] lots of experimental and redundant
systems\...\[we\'re\] purposely looking at multiple solutions.\"

They\'re also observing the workers \-- though their workers aren\'t yet
aware of their \"guinea pig\" status. Having provided the employees with
highly mobile furniture components and stackable walls, the idea is to
create a \"kit of parts\" and see where the employees take it.

\"They\'ve never had that chance before,\" comments Atkinson; but so
far, nothing too outrageous has arisen. \"They\'re not quite out of
their comfort range yet,\" he says, but adds, \"People are monkeying
around with \[their space\] and we want them to monkey around.\"

Although workstations by several manufacturers are being tested in the
AWL, they share some common features:

-   Workstation surfaces are designed to absorb sound and reflect light.

-   Stackable vertical panels provide each employee with seated privacy,
    yet allow easy visual and verbal access.

-   Each workstation provides 72 square feet for each person, with
    approximately 13 linear feet of work surface, 10 feet of storage,
    and 10 linear feet of personal tack/display space.

-   As mentioned before, furniture components can be added, removed, or
    rearranged. All stackable workstation panels can support doors \--
    and some can support ceilings \-- should more privacy be needed in
    the future.

-   Ergonomic chairs and computer tables have been provided at each
    station.

-   All materials and assemblies were selected to ensure low emissions
    of chemical pollutants, as well as low absorption of any indoor
    pollutants.

Ultimately, the AWL may help generate new guidelines for the
construction and renovation of Federal buildings. Although renovating
the AWL was more expensive in the short term than traditional renovation
would have been, it is expected to be less expensive in the long run,
based on life cycle costs.

Renovation of the space -- involving removal of the ceiling, asbestos,
terra cotta block corridor walls, and private office partitions; and
installation of raised flooring, new air handlers, and the grids for the
various systems \-- cost \$107 per square foot. Traditional
renovation - - involving construction of drywall offices and drop-in
ceilings; and installing static electric, voice, and data wiring \--
would have cost at least \$65 per square foot.

However, GSA expects to recover the cost difference in less than eight
years, or after only one or two reconfigurations because of energy
saving, increased productivity, and reduced churn costs.

Atkinson is optimistic about the future of the workspace and its
implications for GSA. \"We\'ve given them a new example of what policy
ought to evolve to," he comments. Referencing the IW and GSA's proactive
focus, he says, "We happened t connect with exciting ideas \[going on\]
at the time."

The IW and the AWL are forward-thinking initiatives of the GSA and, as
such, the long-term implications are just beginning to be realized. The
AWL, once completed, will be studied by Carnegie Mellon for two years.
In that time, the space will be open for tours a few days a week. And
the IW is already in Phase Two, a largely educational marketing effort
including additional case studies and an expanded web site.

Thus, GSA is forging ahead in its quest to create effective workplaces
to attract tomorrow's employees. Bibb calls it "a whole new ball game,"
and GSA is committed to being a player.

A copy of the IW document and information on the AWL can be found at
**[www.gsa.gov/realpropertypolicy](http://www.gsa.gov/realpropertypolicy)
.** Or contact author Rob Obenreder at <rob.obenreder@gsa.gov>.
Obenreder and Atkinson also made a presentation of an educational
session on these subjects at TFM's conference, Facility Forum 2000, on
April 3 in Atlanta, GA. Visit
[http://www.facilityforum.com](http://www.facilityforum.com/) for
details.