# Presentation: 114213

## Creating the Sustainable WorkPlace

- U.S. General Services Administration

- Rob Obenreder
- Michael Bloom

- Creating the Sustainable Work**Place**

*Bethesda, MD—June 4, 2008*

- Creating the Sustainable Work**Place**

## What Is the Sustainable Workplace?

- A sustainable workplace fully supports the individual and the organization without compromising future generations.

## The Sustainable Workplace Characteristics

- Integrated process
- Collaborative development
- GSA Hallmarks of the Productive Workplace
- Equitable
- Sustainable
- Flexible
- Comfortable
- Connectable
- Reliable
- Identifiable

## Why Sustainable WorkPlaces?

- Why Sustainable WorkPlaces?

- Consume:
- 17% of water
- 33% of energy
- 40% of the raw materials extracted
- 66% of electricity

- Produce (directly or indirectly):
- 49% percent of SO2
- 40% of landfill waste
- 33 percent of CO2
- 10% of particulate emissions

## Why Sustainable WorkPlaces?

- People spend 87% of their time indoors, 18% at work
- 20% - 30% U.S. office workers affected by Sick Building Syndrome
- Indoor pollution one of top five EPA environmental health risks
- Indoor pollutant levels may be 2-5 times higher than outdoors

**Notes:**
People spend 87% of their time indoors, 18% at work:  From 1992 through 1994, the U.S. EPA conducted the probability-based National Human Activity Pattern Survey (NHAPS). Telephone interviews were conducted with over 9,000 respondents across the ten EPA regions in 48 states. The national results were generally consistent with the California study (Klepeis et al., 2001). Again, the mean percentage of time spent indoors was 87%. This was broken down into 69% of time spent in a residence and 18% of the time spent in other indoor locations.

## Sustainable Building Scope

- Planning & Design
- Building Construction
**Workplace/Interiors**
- Repair & Alterations
- Operations & Maintenance

**Notes:**
Planning and Design:  Eliminate mitigation, Eliminate toxics, Reduce contingent liability, Create long-term value (reduced churn, better IAQ)

Construction:  Minimize or eliminate waste, Increase safety

Repair and Alterations:  Abates hazardous materials, Takes advantage of recurring opportunities, Reduces churn costs, Provides healthier environments

Operations and Maintenance:  
Increases occupant health and safety
Prolongs the life of building finishes and systems
Uses healthier, eco-friendly products and procedures

## Why a Sustainable Workplace: The Business Argument

- Work Environment Affects:
- Satisfaction & Health
- Hiring and Retention
- Productivity
- The Bottom Line

## Why a Sustainable WorkPlace:  The Process Argument

## Why a Sustainable WorkPlace: The Investment Argument

- Rent		11%
- Salaries/Benefits	85%

- Why a Sustainable WorkPlace: The Investment Argument

## Why a Sustainable WorkPlace:  The Final Argument?

## GSA Mission and Goals

_**Mission**_
- 	“The U.S. General Services Administration leverages the buying power of the federal government to acquire best value for taxpayers and our federal customers. We exercise responsible asset management. We deliver superior workplaces, quality acquisition services, and expert business solutions. We develop innovative and effective management policies.”
_**Goals**_
**Stewardship** — leading federal agencies in economical and efficient management of federal assets...
**Superior Workplaces** — delivering and maintaining productive workplaces consisting of office space, furnishings, technology, supplies, and related services.
**Best Value** — Developing and delivering timely, accurate and cost-effective acquisition services and business solutions
**Innovation** — Developing new and better ways of conducting business resulting in more productive and effective federal policies and administrative operations.

## Current GSA WorkPlace Mandates

- GSA / PBS Missions
- National Codes & Standards
- 2005 Facility Standards for the Public Buildings Service
- Energy Policy Act of 2005
- Executive Orders 13101, 13123, 13423
- Energy Independence and Security Act of 2007

**Notes:**
In accordance with Executive Orders 13101 and 13123, preference will be given to products with beneficial environmental characteristics. This may include recycled content, limits on volatile organic compounds (VOC)  emissions, energy efficiency, recyclability, rapidly renewable and biobased materials.  Bidders shall provide information on the environmental characteristics of offered products including certifications, if any. (If required) (Source: FAS Furniture Buying Guide)

## Future GSA WorkPlace Mandates

- GSA Requirements Development  Process / POR+
- GSA Office of High Performance Green Buildings
- Revised Facilities Standards for PBS
- GSA Internal Space Management
- Interior Design Excellence

## GSA WorkPlace Guidelines

- The Integrated Workplace
- Real Property Sustainable Development Guide
- Sustainable Development and Society
- Leading By Example
- WorkPlace Matters
- Sustainability Matters (soon)
- Interior Basics (soon)
- Whole Building Design Guide
- LEED CI

## GSA WorkPlace Designer Qualifications

- Requisite interior design experience.
- Integrated design approach
- Organizational & work process analysis expertise, tools
- Sustainable design expertise
- Technology integration expertise
- Portfolio of applicable projects in public _and_ private sectors

## The Sustainable WorkPlace Formula

- Organization / Process Analysis
- +
- Sustainable Design
- +
- World-Class Workspace
- ___________________
- = The Sustainable Workplace

## GSA Programs Supporting the Sustainable WorkPlace

- Office of Applied Science
- WorkPlace Program
- Sustainable Design
- Office of Customer Service
- Requirements Development Process
- Office of Architectural Design
- Design Excellence
- GSA Regional Offices
- Construction and Real Estate
- FAS Furniture Center

## GSA WorkPlace Program(aka Workplace 20.20)

- Requirements Development  Process
- The Deep Dive
- Research
- Surveys
- Post Occupancy Evaluations
- Applied Research

## The Deep Dive Process

## Deep Dive Tools

**FINANCIAL MANAGEMENT**

**CUSTOMER SATISFACTION**

**ORGANIZATIONAL CAPABILITY**

**INDIVIDUAL EFFECTIVENESS**

- Workstyles Analysis
- Culture Cards
- Time Utilization  Study
- Balanced Scorecard
- Occupant Satisfaction Survey
- Nature of Work Pattern Analysis Survey
- 	Physical Measurement
- Workplace Performance Survey
- Social Network Analysis
- Post Occupancy Spider Diagram

- GSA’s Work**Place** Program

## The Deep Dive Results

-  Organization and Individual
- + Occupant Engagement
- + Space Analysis
- + Deep Dive Report
- + Design Charette
- + Design Review
- _+ Post-Occupancy Evaluation_
- = A World-Class Workplace

## Creating the Sustainable Workplace: a WorkPlace case study

- Creating the Sustainable Workplace: a Work**Place** case study

*One GSA!*

- a **new space** and **new way of working** for the Public Buildings Service

- PBS Offices, GSA Great Lakes Region *Chicago, Illinois*

## Why a WorkPlace project for PBS, Region 5?

- Enhance work environment for employees
- Re-focus employees on customer needs & support**regional restructuring**
- Shift culture from stove-pipe to cross-disciplinary for **improved service delivery**
- Create a Model Workplace Solution for Customers

## Goals of the new WorkPlace

- Goals of the new WorkPlace

## Maximize Flexibility - robust enough to accommodate changes in headcount, composition of & working relationships between teams, & changes in technology
Sustainability - Meet LEED certification for Commercial Interiors & aim for 20 year life
Showcase Function & Design – neither too exquisite nor too prosaic
Maintain an Egalitarian Preference – design for the people who do the work

- Sustainability - Meet LEED certification for Commercial Interiors & aim for 20 year life
- Showcase Function & Design – neither too exquisite nor too prosaic
- Maintain an Egalitarian Preference – design for the people who do the work

**New PBS Space** **│** project directives

## Analysis & Research

- a **new space** &
- 	new way of working		for PBS

*One GSA!*

## High importance placed on cultural change while attachment to older ways of working continues
More openness, transparency, accessibility, and legibility
Key workplace gaps identified; high dissatisfaction with the appearance of function of existing space
Create a more attractive and stimulating environment
Tension between individuals, concentrated work and a demand for increasing interaction
Create neighborhoods, increase diversity in shared work settings

*High importance placed on cultural change while attachment to older ways of working continues*
*More openness, transparency, accessibility, and legibility*
*Key workplace gaps identified; high dissatisfaction with the appearance of function of existing space*
*Create a more attractive and stimulating environment*
*Tension between individuals, concentrated work and a demand for increasing interaction*
*Create neighborhoods, increase diversity in shared work settings*

**Work****Place**** ****│ **key findings

## WorkPlace │ key findings

*High internal mobility – 35% of the time spent away from desk*
*More interactive spaces to support teamwork*
*Continued need for enclosed offices (15%) and “owned” spaces for everyone, not just managers*
*Shift workspace allocation from primarily owned to primarily shared*
*Potential for much more intensive space use*
*Simplify individual work settings; be more flexible and consistent*

## WorkPlace │ space study

***internal mobility***

**Work****Place**** ****│ **space study

- Similar mobility across all job functions
- Offices and open workspaces have similar level of occupancy
- Meetings at desks for Directors, Deputies, and Team Leaders

## WorkPlace │ key findings

**Work****Place**** ****│ **key findings

**Understanding Work Patterns**
- Directors and Supervisors work in **teams** more than others
- Everyone has a mix of **spontaneous and scheduled** meetings
- Everyone **shares information** to accomplish their work
- Everyone communicates **virtually and face-to-face**
- Everyone works in a **variety of settings and locations**
- Everyone works with people in **JCK and elsewhere**
- Some people work virtually but do not have the **mobile IT** to support them

## Design Development

*One GSA!*

- Design *Development*

- a **new space** &
- 	new way of working		for PBS

## Design Development

- Mies van der Rohe

- Design *Development*

## Design Development

## Design Development

## Design Development

## Design Development

## Project Execution

*One GSA!*

- a **new space** &
- 	new way of working		for PBS

## Associates asked to consider the requirements of their job / work style and give their opinions on the following issues:
Level of privacy: types of panels and heights
Level of openness / enclosure: configuration of open workstations
Amount of layout space
Types of furniture elements located in individual workspaces
Use of open meeting spaces
Use of touchdown spaces

Storage:
 Amount of personal storage required and types of storage unit
 Amount of local storage required and types of storage units
 Amount of central storage required and types of storage units
 Opinions regarding the types of finishes used within offices

- Level of privacy: types of panels and heights
- Level of openness / enclosure: configuration of open workstations
- Amount of layout space
- Types of furniture elements located in individual workspaces
- Use of open meeting spaces
- Use of touchdown spaces
- Storage:
-  Amount of personal storage required and types of storage unit
-  Amount of local storage required and types of storage units
-  Amount of central storage required and types of storage units
-  Opinions regarding the types of finishes used within offices

**Participation ****│**test lab** **

## Participation │change management

**Keeping employees in the loop**
- Check-out the website! _[http://insite.greatlakes.gsa.gov/workplace2020](http://insite.greatlakes.gsa.gov/workplace2020)__ _
- Periodic newsletters
- Weekly talks with division representatives
- Sign-up for lab tours
- Ergonomic furniture training

## The New Workspace in JCK

*One GSA!*

- The New Workspace in JCK

- a **new space** &
- 	new way of working		for PBS

## WorkPlace Strategy │summary design directions

**OLD SPACE**

- Variety of owned and shared individual and group spaces

**NEW SPACE**

- Very low visibility of people

- Segregated lines of work

- Difficult to concentrate

- More accessibility of individuals and teams

- Enclosed settings for concentration and limit disruption through protocols

- Commons space for informal interaction, display of work and ideas

**Work****Place**** Strategy ****│**summary design directions

## Great Lakes Region │ WP20.20 parameters

- Standardize Workstation size: 64 sf, located on perimeter
-  Standardize Private Office size: 120 sf, located on interior
-  Lower workstation panel height to 51”
-  Centralize file and storage system
-  Increase the number of teaming/conference rooms to 1:5 ratio
-  Increase personal storage
-  Increase exposure to natural light and city views

## Plan Analysis 36th floor │ open vs. enclosed 

- unclear wayfindingirregular space sizesrandom space distribution**workstation size: ****	****45 - 64 sf****office size: ****	****122 - 200 sf**

- logical wayfindingregular space sizessymmetrical space distribution**workstation size: ****	****64 sf****office size: ****	****115 sf**

## Great Lakes Region │ WP20.20 Floor plan

- Great Lakes Region │ WP20.20 Floor plan

## Before & After

- Before & **After**

## Before & After

- Before & **After**

## Before & After

- Before & **After**

## Before & After

- Before & **After**

## Before & After

- Before & **After**

## Before & After

- Before & **After**

## Before & After

- Before & **After**

## Post Occupancy Evaluation

*One GSA!*

- a **new space** &
- 	new way of working		for PBS

## NEW WORKPLACE

**OPEN WORKSTATIONS**
**INCREASED VISUAL ACCESS**

## GLAZED OFFICES

**GLAZED OFFICES**
**PERIMETER WORKSTATIONS**

## DRAWINGS REVIEW

**DRAWINGS REVIEW**

## BREAK AREA

**BREAK AREA**

## GLAZED

**Break area**

**GLAZED**
**TEAM **
**ROOMS**

## OPEN

**Break area**

**OPEN**
**SEATING**
**AREA**

## RECEPTION / LOBBY

**Break area**

**RECEPTION / LOBBY**

## Post Occupancy Tools

*One GSA!*

- a **new space** &
- 	new way of working		for PBS

## Work Patterns | number of people

**proportion of number of people**

- Work Patterns | number of people

**proportion of activities observed**

**41% average**

**time of day**

**time of day**

- Occupancy Patterns
**support spaces** | break room (2)

- Activity Patterns
**support spaces** | break room (2)

## Lighting

-  Actual measured levels are **lower** than the previous space (no task lights, etc.)
-  *How is the new space contributing to improvements? *

*Data source: Carnegie Mellon NEAT survey *

- productivity

- concentration

- face to face communication

- virtual communication

- information sharing

- support spaces

- lighting

- image

- culture

## Key Findings │ contradictions

*But *they need to see their colleagues
*But *they need to hear their colleagues
*But* Focus Rooms utilization is low
*But *Team Room utilization is low
*But *feel a loss of visual privacy
*But *utilization and ‘computing ‘in shared space is low

- There is a desire for more visual privacy
- People say there is too much disruption
- There is demand for space for concentration
- People need space for private conversations
- People enjoy the benefits of increased daylight and views
- Blackberries and laptop computers have been allocated to most associates

## Workplace 2020  Maintaining a World-Class Work Environment

**Workplace 2020 Guidelines**
**2008**

## Workspace Guidelines - Acoustical Privacy 

- Open landscape design requires special considerations:
- Keep sounds levels to a minimum in the open workspace
- Speaker conference phone calls should take place in team or conference rooms
- Quiet rooms or team rooms are available for necessary personal conversations
- Avoid conversing across two or more workstations

## Lessons Learned

*One GSA!*

- a **new space** &
- 	new way of working		for PBS

## Creating the Sustainable WorkPlaceTips for Designers 

- Offer organizational development/analysis skills
- Ask client “why?”
- Consensus on goals, strategies, measures – then solutions
- Design for change thru flexibility
- Advocate & deliver sustainability
- Address GSA Hallmarks
- Do post-occupancy analysis

## Creating Your OWN Sustainable WorkplaceTips for Owners and Tenants 

- Hire good talent
- Involve all stakeholders
- Organization first, space second
- Use integrated design process
- Use workplace as strategic tool
- Consider non-space options
- Pursue LEED CI Silver or more
- Plan for change
- Commission
- Evaluate

## GSA Sustainable WorkPlace Resources

- GSA Sustainable WorkPlace Resources

- GSA WorkPlace Program
- GSA Workplace ConsultantsBusiness Place Strategies, DEGW, Gensler, HOK Advance Strategies, Interior Architects, Studios Architecture
- GSA Office of Governmentwide Policy:  Sustainable Development, Telework, Asset Management
- GSA Sustainable Design Program
- GSA Office of High Performance Buildings (coming soon)
- Whole Building Design Guide

*A sustainable workplace fully supports the individual and the organization without compromising future generations.*

## What we’d like our partners to remember...

- Powerful concepts mold detailed decisions
-  openness, transparency, accessibility, nimbleness
- Listen to nuance & tensions–address both
- Privacy vs Accessibility
- Expose agency to broad ideas/trends—accept that not all fit the organization’s culture or direction
- Team Building vs Hoteling & Work at Home
- Evaluate early and often—using the organization’s own goals as benchmark
- Found Team Space, Convectors, Privacy, Proximity
- Partner: Recognition, Awards, LEED

- PBS Regional Office... A Work**Place** Case Study

## The Sustainable Workplace

- Questions? Comments?

- Robert Obenreder_[robert.obenreder@gsa.gov](mailto:robert.obenreder@gsa.gov)__ _
- Michael Bloom_[michael.bloom@gsa.gov](mailto:michael.bloom@gsa.gov)__ _

## Thank You

- Creating the Sustainable Work**Place**