Complete Final IW Report

A N O V E R V I E W
INTE
T
H
E
GRATED
workplace
a comprehensive approach
to developing workspace
OFFICE OF REAL PROPERTY

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T
H
EINT E
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workplace
T A B L E O F C O N T E N T S
Foreword | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 1
Executive Summary ||||||||||||||||||||||||||||||||||||||||||||||| 3
Acknowledgments | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 11
Chapter 1:
Introduction | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 13
Case Study 1: Arbitron Corporate Headquarters
Chapter 2:
A Brief History of the Modern Office |||||||||||||||||||||||| 19
Case Study 2: HUD Next Door
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

T H E I N T E G R A T E D W O R K P L A C E :
A Comprehensive Approach to Developing Workspace
U.S. General Services Administration
Office of Governmentwide Policy
Office of Real Property

THE I NTEG RATE D W OR KPLACE | 1
F O R E W O R 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
U. S. General Services Administration
EXECUTIVE SUMMARY
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 I NTEG RATE D W OR KPLACE |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 I NTEG RATE D W OR KPLACE |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
gains they provide later in
improved performance.
1 work in an organization, the
work processes they use to
accomplish the tasks that fulfill the
various work processes
of the organization.
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 engi-
3 neered tools that support and

enable people to communi-
cate 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 infra-
2 structure that houses and

supports the occupants, their
work practices and technology.
> Using suitable procurement
and maintenance methods
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
addressing important you develop a plan for your
Administrative workstations
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
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 organiza-
tion’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 fur-
ther research on the workplace,
including the effects of the
workplace and work practices
on people’s health, productivity,
and job satisfaction.
ACKNOWLE DG M E NTS
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
who contributed to this docu
Consulting, Platinum Technology
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
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workplace
chapter
Introduction
THE I NTEG RATE D W OR KPLACE C HAPTE R 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
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.
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1
workplace
case study
Arbitron Corporate Headquarters

Case Study 1
Arbitron Corporate Headquarters
Columbia, Maryland
Occupants
The Arbitron Corporation
Design
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.

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
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
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workplace
chapter
A Brief History of the Modern Office

A B R I E F H ISTORY 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 B r i e f H i s t o r y o f t h e M o d e rn O f f i c e
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
(Aronoff & Kaplan 1995).
Changing Styles of the Office
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.

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
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
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 INT E
GRATED
2
workplace
case 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.

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 interchange-

ability 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
> 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.
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
heights.
place environments. In the business-driven approach really
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.

24
Today's modern office provides

varied work areas suited to specific
work tasks. Window panels help
distribute natural light and views
while aiding communication.
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 INT E
GRATED
workplace
chapter
Description of the Integrated Workplace

DESCRIPTION OF THE I N T E G R AT E D W O R K P L A C E
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
| D e s c r i p t i o n o f t h e I n t e g r a t e d Wo r k p l a c e
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
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
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 H A L L M A R K S O F T H E P R O D U CT I V E W O R K P L A C E
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
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
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 can be accommodated by Steelcase
It will help provide space that
Integrated Workplace System 9000© furniture.
best supports the mission and
approach in developing your Courtesy of Steelcase North America.
work practices of each organi
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
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
windows at the Robert L. Preger > DeMarco and Lister found direct
rupt their work to make them
Intelligent Workplace on the correlation between the type of
selves comfortable, will be less
Carnegie Mellon University space and the performance of
campus are features that can productive than those who
computer programmers in a
improve worker performance don’t have to deal with such
while reducing energy costs.
coding competition they conduct
distractions.
every year. The top quarter per-
Beyond intuitive observations, formed 2.6 times better in larger
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 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 build-
ing, 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
programmers was directly
effects of work practices, man suggest that the workplace
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
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
O& M ing to create a more effective
a facility, 90 percent of its cost
$ 0.6-1.5 K or 2% and comfortable work environ
can be attributed to the salaries
Churn ment, with the proper mix of
of the people working there,
$ 0.75 K or 1% location, functionality, quality
while only 5 percent is initial
Technology environment, technology, and
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
Benefits more productive.
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% the effects of workspace on
at the Department of Energy,
Design and Construction the building population when
occupants near windows
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,
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
STU DY SU MMARY: R EDESIG N 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%
You Recoup
3 years
Your Costs in:
If You Have a
8%
You Recoup
2 years
Your Costs in:
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
CITI BANK G LOBAL EXPENSE “SAVI NGS” ESTI MATE
$300
Occupancy and Churn Expenses $MM
$250 Current
State
$200
What Are the Basic Elements of

$150 Proposed
Standards the Integrated Workplace?
$100 Occupancy There are three basic elements
Savings
$50
over 10 that should be considered
years:
when dealing with the work
$500MM
place:
Year 1 2 3 4 5 6 7 8 9 10
People: This element
1
*From a study of strategic office sites in the U.S. with churn assumptions for international locations
includes the individuals who

Citibank expects to save over by 76%, and reduced the aver work 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
standards that mix smaller
nization’s mission, and the culture
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
$1.5 billion. For example,
implementing personal
2 building infrastructure that
houses and supports the
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
such rates of return.
3 all the tools that support and
enable the individuals to com-
municate and process information
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
Designing for human
Workplace? by the workplace.
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
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
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 | D e s c r i p t i o n o f t h e I n t e g r a t e d Wo r k p l a c e
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 INT E
GRATED
3
workplace
case study
Manor Care
Corporate Headquarters
Case Study 3
Manor Care Corporate Headquarters
Gaithersburg, Maryland
Occupants
Manor Care Corporation
Design
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.

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
> 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 work-
stations 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.

> MOTELING – Employees check in

upon arrival and are assigned
a workspace with no advance
“reservations.”
> SHARED SPACE – Two or more

employees use a single work-
space 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
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 unas-
signed 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
TELECENTERS – Alternate work center has full multi-site telecon
manent office or workstation,
ferencing capability with individual
as well as a workspace with facilities are located nearer to
connectivity at work stations
another group where they work employees’ homes. Satellite throughout the space.
on a specific project assignment. offices are typically operated by
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
> “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
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
> 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?), 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
1995, p. 146). When people are in
just not sure how change will
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
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
> 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
> 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
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
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,
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
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
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
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 performance and the ability to
A brief description of building
building feature to provide: accommodate inevitable change.
systems and the major features
the ability to facilitate future Courtesy of Center for Building
of space design follow.
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
WOR KPLACE PRODUCTIVITY MATR IX

Relationship of Building Systems/Features
to Hallmarks of Productivity
HALLMAR KS OF PRODUCTIVITY
Flexible and Convertible
Technology/Connectivity
Key:
1 = Least Importance
Sense of Place
Spacial Equity
3 = Greatest Importance
Reliability
Comfort
Health
Systems & Features
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 1 2 2 2 1 3 2
HVAC 2 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

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.
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
Supplied Air Personal
break areas, laboratories, and
zones can better meet specific
Environments® system locker rooms. While more lim
needs, including temperature,
provides user control ited than most building sys
of temperature and air quality, and volume control.
tems, water and waste piping
airflow at the individual It may be a pleasant 70 F
workstation, addressing
distribution can be made more
degrees on the office thermo
the biggest complaint flexible by designing vertical
stat, but if there’s a cold draft
of office users – lack of and horizontal plumbing chases
thermal comfort. blowing on you, or you are sit
to allow for changes in layouts
ting next to an exterior wall
Courtesy of Johnson and use of space that minimize
Controls Inc.
that is radiating summer heat,
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.
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.
The heart of the plug-and-play

system is the satellite closet,
where connections can be rerouted
and equipment monitored.

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.
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
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-
Be careful not to degrade the “Hardwired” systems are those
tion points in a zoned system
quality of your space while trying where individual workstations
to upgrade the quality of your can make changes and problem
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
much movement of computer
> 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.
> 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 encryp-
tion requirements. There are several wire
handling options.
60
> “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
the floor below. It is best suited use of floors as little as 11⁄2 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-
Protection’s Southcentral Regional offsets, and slab depressions
tion systems are the most com-
Headquarters Building in Harrisburg. must be accommodated.
The outlet boxes and floor-mounted
monly used systems. While not
air diffusers can be located anywhere particularly flexible or attractive, Indoor Environmental Quality
within the workstation to suit they may be the most economi-
individual needs for connectivity There is no doubt that the
cal in the short run since they
and comfort. indoor environment affects
provide enough space for a
behavior. According to studies
large number of cables and
of Governmentwide Policy, summarized by Carnegie
large bending radii of copper
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
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
Performance and Diagnostics
productive. In “sick” buildings, ity. Off-gassing of new carpet,
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
the quality of the workspace.
tants, resulting in lost produc ticularly in systems designed
tivity, increased absenteeism, for the minimum required Courtesy of GSA Office
and added health care costs. ventilation. Materials and
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
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 INT E
GRATED
4
workplace
case 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,

lois.bennett@gsa.gov
Cherie Stallman, NPR,
cherie.stallman@npr.gov
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.

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 manage-
ment 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 commu-

nication of the highly mobile, team-based workforce using it.
Workspace was built around the new work patterns and organiza-
tional 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
> 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
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 outdoor space are basic human
that protect cultural and envi
and accommodating their needs that provide stress relief
ronmental assets and require and assist in attracting and
modes of transportation (e.g.,
a fully accessible workplace. retaining employees.
providing parking or bike
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
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
needs and work requirements,
itoring, electronic document
produce the best interior
and must be accommodated by the protection, shielded conference
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.
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
provides ready-made privacy
istrative assistant entrusted
> Caves and Commons areas for a busy office.
with maintaining large files, or
a person dealing with large- Photo by Hochlander-Davis
> The Mobile Workstation
Photography courtesy of GSA
format documents or complex Public Buildings Service
> The Portable Office
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 employ-
ees 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
> 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 peri-
ods, that allow group tasks to > Aesthetics: Use of color, materi-
be done. als, and layout to create a pleas-
ing, 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.

Overhead storage units or shelves
Universal accessories interface

> Signage/Wayfinding: Aids pro-
vided 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 larger amounts of cabling, and
plants and vegetation, helping
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 Used with permission of Haworth Inc.
> Acoustics/Noise Reduction:
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
> 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
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 reconfigura-
tion changes?
Aesthetics are an important con

sideration to instill a sense of pride
and present the right image.
Varied options in furnishings can

create spaces that work but look
less institutional.
> 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.

70
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

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. for all needs.
furnishings must support good
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
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
help avoid physically debilitating space on the occupants. All
transparent workstation panels.
injuries. the elements that make up
> TECHNOLOGY: Visual fatigue and 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/
Pacific Northwest National
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
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,
pp.6–11):
science emphasis on ambient
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
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
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
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 machines, such as faxes and
where access flooring is not an
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
Choosing the correct technol the physical constraints and
Herman Miller Inc.
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.
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
> 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
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 Courtesy of GSA Office of Governmentwide
changed the culture of the
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

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
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
> 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
> 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 INT E
GRATED
workplace
chapter
Guidelines for Developing the Integrated Workplace

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
| G u i d e l i n e s f o r D e v e l o p i n g t h e I n t e g r a t e d Wo r k p l a c e
ck
d ba
DEFINITION
ee
PROJECT
g F G
et
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in
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ti
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n
nni
tt
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ctio r t
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ce
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Str
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ria an
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nni
nal
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ite r m
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er Cha
it
ati ng
Cr r fo
s
on e rd
Pe
To
As Fur al da m
se nit t an gra
g
ssm ur S ro re
itu nt
eth
en e P
r n me
t Fu sess
Sta As
er
ck/
Blo ce
ck Spa eds
Ne abase
Dat
Block
Stack/
PROJECT
PROJECT
IDENTIFICATION
ASSIMILATION
y
panc
Occu
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ch Plan ce
PunList ning
Sc
De hem
t sig ati
en D n c
m n De esig
u ip latio ve n
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Co ocum
pm
l l a u re
In
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n
en
ns en
tio
sta it
t
In Fur n
tr u ts
Bid
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cti
ctio
Fur n
SOLUTION
/Aw
Spec
PROJECT
on
str u
a rd
iture
s
Con
on
t D
gi
Ge ttin
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.
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
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
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
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.
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
> 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 INT E
GRATED
5
workplace
case 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.

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
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
N EW
Used with permission 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-conferenc-
ing 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.

Project Results
> 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
> 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.

WHO IS ON THE TEAM? other services will be identified.

Services, such as move coordi
> Who can best represent this
nation, and alternative design
office’s Workplace Technology
and construction approaches
needs and goals on the
can be considered. Ask yourself:
Integrated Workplace Team?
> 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
> 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
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
Review Reinvention Lab proj- saving commuting time.
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
used by one person at a time. Pentium computers, but not fax
Flexiplace program and make it
machines. ISDN lines were
available to all attorneys.
installed in homes in devoted,
secured locations.
96
> 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
adapt to changing needs. > How will security be provided?
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
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
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
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 | G u i d e l i n e s f o r D e v e l o p i n g t h e I n t e g r a t e d Wo r k p l a c e
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 INT E
GRATED
6
workplace
case 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)

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 accom-

modate 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
> 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.
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
> 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
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
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 INT E
GRATED
chapter
workplace
Findings, Recommendations, and Next Steps

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 work-
space issues throughout the
Government and the private
sector.
106 | Findings, Recommendations, and Next Steps
R E C O M M E N D AT I O N S
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 work-
space.
> Budget and procurement deci-

sions 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 INT E
GRATED
7
workplace case study
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.

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
> 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.
N EXT STE 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 I NTEG RATE D W OR KPLACE A PPE N DIX 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
| G l o s s a r y o f Te r m s
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 I NTEG RATE D W OR KPLACE A PPE N DIX B | 111
APPENDIX B — RESOURCES/REFERENCES
List of Works Consulted
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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/
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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 I NTEG RATE D W OR KPLACE A PPE N DIX 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).
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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 I NTEG RATE D W OR KPLACE A PPE N DIX C | 115
A P P E N D I X C — R E L AT E D L E G I S L AT I O N
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
| I n t e g r a t e d Wo r k p l a c e I n i t i a t i v e Pa r t i c i p a n t s
A P P E N D I X D — I N T E G R AT E D W O R K P L A C E I N I T I AT I V E P A R T I C I P A N T S
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: phillipst@aiamail.aia.org E Mail: stephen.binder@citicorp.com
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: isaacb@anadac.com 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: vh02@andrew.cmu.edu
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: hdhokai@usda.gov
E Mail: loftness@andrew.cmu.edu
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: eedwards@usda.gov
Phone: (212) 830-8055 Fax: (212) 830-8083
E Mail: asmita.bhatia@citicorp.com
THE I NTEG RATE D W OR KPLACE A PPE N DIX 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: esmith@doc.gov
Phone: (202) 720-2994 Fax: (202) 720-3747
Department of Defense
E Mail: ahair@usda.gov.@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: barlowl@acq.osd.mil
E Mail: ira.hobbs@usda.gov
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: marsha.pruitt@usda.gov@I Washington, DC 20301-1155
Phone: (703) 614-4890 Fax: (703) 693-6934
Mr. Charles Swinton E Mail: mjajko@ref.osd.mil
14th & Independence Avenue, SW
Washington, DC 20250 Mr. Billy Speed
Phone: (202) 720-4091 Fax: (202) 720-3747 Program Analyst/ Space Manger
E Mail: charles.swinton@usda.gov@I Civilian Personnel Management Service
Ms. Brenda Woodley 1400 Key Boulevard
Suite B200
Facilities Utilization Specialist
Arlington, VA 22209-5144
Phone: (703) 696-4540 Fax: (703) 696-5473
E Mail: billy.speed@cpms.osd.mil
Phone: (202) 690-0175 Fax: (202) 690-4339
E Mail: bwoodley@usda.gov 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
Phone: (202) 482-3035 Fax: (202) 482-1969
Phone: (202) 586-6080 Fax: (202) 586-5400
E Mail: sbrown@doc.gov
E Mail: louis.d’angelo@hq.doe.gov
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: mwilliam@os.dhhs.gov
Washington, DC 20585 Phone: (202) 708-3123 Fax: (202) 708-0299
Phone: (202) 586-3130 Fax: (202) 586-5400 E Mail: karen_Jackson@hud.gov
E Mail: marlene.snyder@hq.doe.gov
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
Phone: (202) 619-0025 Department of Justice
E Mail: bhecm@os.dhhs.gov Ms. Pam Rhame
Real Property Management Services
Mr. Jacques Jolie
1331 Pennsylvania Avenue, NW
Director, Policy Coordination Staff
Suite 1060
Office of Human Resources
Phone: (202) 307-1130 Fax: (202) 307-1915
Room 536-E
E Mail: pamela.s.rhame@usdoj.gov
Phone: (202) 690-6246 Fax: (202) 690-6758 Department of Labor
E Mail: jjolie@os.dhhs.gov Ms. Audrey C. Johnson
Space Management Specialist
Mr. Joseph A. Manchester
200 Constitution Avenue, NW
Director
Room N130-I
Division of Policy Coordination
Office of Facilities Services
Phone: (202) 219-5710 Fax: (202) 219-5138
E Mail: ajohnson@dol.gov
Room 729D
Phone: (202) 619-3584 Fax: (202) 619-2692 Department of State
E Mail: jmanches@os.dhhs.gov Ms. Frances Hawkins
2201 C Street, NW
Phone: (202) 647-2810 Fax: (202) 647-4769
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)
Ms. Patricia Pittarelli Phone: (202) 366-9724 Fax: (202) 493-2006
Program Manager
E Mail: rita.martin@ost.dot.gov
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: pittarpm@pererwpoq.us-state.g 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: bob.turner@faa.gov
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: aoprrpm@erols.comtalakrxstate.gov 1500 Pennsylvania Avenue, NW
Mr. Robert Yamate Phone: (202) 622-0038 Fax: (202) 622-1468
Deputy Executive Director E Mail: garland.green@treas.sprint.com
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
E Mail: robert.harper@treas.sprint.com
Phone: (202) 366-1776 Fax: (202) 366-7066
E Mail: pauline.gingras@ost.dot.gov
120
| I n t e g r a t e d Wo r k p l a c e Pa r t i c i p a n t s
Ms. Dayna Lee Mr. Hank Aldag

Facilities Management Analyst
Integrated Workplace Team
Administrative Operations Division

1800 G Street, NW
Room 728
1800 F Street, NW
Room 6203
Phone: (202) 435-5902 Fax: (202) 435-5217

Phone: (202) 208-3993 Fax: (202) 219-0104
Mr. Jerry Thigpen

E Mail: hank.aldag@gsa.gov
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
Phone: (202) 273-4662 Fax: (202) 273-4670
Phone: (202) 435-5316 Fax: (202) 435-5217

E Mail: melanie.anderton@gsa.gov
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
New York, NY 10025
Phone: (202) 358-3075 Fax: (202) 708-8332
Phone: (212) 749-4989 Fax: (212) 749-4319
E Mail: michael.atkinson@gsa.gov
E Mail: c.froggatt@worldnet.att.net
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
Phone: (202) 401-1666 Fax: (202) 401-1701
Phone: (202) 501-0023 Fax: (202) 219-2310

E Mail: lois.bennett@gsa.gov
E Mail: anne.aden@gsa.gov
Mr. David L. Bibb Mr. Bill Cooley

Deputy Associate Administrator
Office of Information Technology

Professional Development Division

1800 F Street, NW
1800 F Street, NW
Room 6223
Phone: (202) 501-0834 Fax: (202) 273-3573
E Mail: bill.cooley@gsa.gov
Phone: (202) 501-0856 Fax: (202) 219-0104

Mr. Tom Cowley
E Mail: david.bibb@gsa.gov
Director
Personnel Policy and Planning Division
Ms. Susan Brummel Turnbull 1800 F Street, NW
Center for Information Technology

Room 1140
Accommodation
1800 F Street, NW
Phone: (202) 501-4709 Fax: (202) 501-0685
Room 1230
E Mail: thomas.cowley@gsa.gov
Phone: (202) 501-6214 Fax: (202) 501-6269
Mr. Les Davison

E Mail: susan.brummel@gsa.gov
Federal Acquisition Policy Division
1800 F Street, NW
Ms. Patrice Coleman

Room 4027
26 Federal Plaza
Room 18-110
Phone: (202) 501-4768
New York, NY 10278
E Mail: les.davison@gsa.gov
Phone: (212) 264-5583
E Mail: patrice.coleman@gsa.gov
Mr. Keith D. Donohue

Senior Advisor
Ms. Deborah Connors Office of Child Care

1800 F Street, NW

Room 6119

1800 F Street, NW
Phone: (202) 501-1054 Fax: (202) 208-5430
Room 6207
E Mail: keith.donohue@gsa.gov
Phone: (202) 501-1065 Fax: (202) 219-0104

Mr. Peter Ford
E Mail: debbie.connors@gsa.gov
Office of Business Performance
1800 F Street, NW
Room 4308
Phone: (202) 501-0514 Fax: (202) 501-3296
E Mail: peter.ford@gsa.gov
122
Mr. Tom Grooms Mr. Stanley C. Langfeld

Program Manager,
Director
Federal Design Improvement Program

Real Property Policy Division
1800 F Street, NW
Room 3341
1800 F Street, NW
Phone: (202) 501-4941 Fax: (202) 501-3393

Room 6210
E Mail: tom.grooms@gsa.gov
Phone: (202) 501-1737 Fax: (202) 219-0104
Mr. Jonathan Herz

E Mail: stanley.langfeld@gsa.gov

Ms. Marjorie Lomax
Director
1800 F Street, NW
Evaluation and Innovation Workplaces Division
Room 6207
Phone: (202) 501-3476 Fax: (202) 219-0104

1800 F Street, NW
E Mail: jonathan.herz@gsa.gov
Room 6217
Dr. Wendell Joice Phone: (202) 501-0379 Fax: (202) 219-0104

E Mail: marjorie.lomax@gsa.gov

Ms. Gail T. Lovelace
Evaluation and Innovative Workplaces
Director
1800 F Street, NW
Office of Human Resources
Room 7007
1800 F Street, NW
Room 6242
Phone: (202) 273-4664 Fax: (202) 273-4670

E Mail: wendell.joice@gsa.gov
Phone: (202) 501-0398 Fax: (202) 219-0982
E Mail: gail.lovelace@gsa.gov
Mr. Gary Jordon

Mr. William Michael

Worklife Enterprises
1800 F Street, NW
1800 F Street, NW
Room 6201
Room 7007
Phone: (202) 501-1219 Fax: (202) 219-0104

Phone: (202) 273-4663 Fax: (202) 273-4670
E Mail: gary.jordon@gsa.gov
E Mail: billy.michael@gsa.gov
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
Phone: (202) 501-0128 Fax: (202) 501-0685
Phone: (202) 501-0304 Fax: (202) 501-3257

E Mail: robert.schoenfelder@gsa.gov
E Mail: sonia.mills@gsa.gov
Ms. Jill K. Shafer, RA, NCARB

Mr. Rob Obenreder Integrated Workplace Team
Integrated Workplace Team Leader

100 Penn Square East

Wanamaker Building

7th Floor
1800 F Street, NW
Philadelphia, PA 19107
Room 6207
Phone: (678) 776-5824 Fax: (404) 331-7063
E Mail: jill.shafer@gsa.gov
Phone: (202) 208-1824 Fax: (202) 219-0104
E Mail: rob.obenreder@gsa.gov
Ms. Joanne Shore
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
Phone: (202) 273-4668 Fax: (202) 273-4570
Phone: (202) 501-0512 Fax: (202) 208-5912

E Mail: joanne.shore@gsa.gov
E Mail: paul.onstad@gsa.gov
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
Phone: (202) 501-2871 Fax: (202) 219-3977

Phone: (202) 501-1043 Fax: (202) 501-1986
E Mail: sally.perry@gsa.gov
E Mail: ida.ustad@gsa.gov
124
Ms Gloria Ward-Ravenell Mr. Richard Logan

Office of Information Technology
2020 K Street, NW
Professional Development Division

Suite 200
1800 F Street, NW
Room 3224
Phone: (202) 721-5200 Fax: (202) 872-8587
E Mail: richard_logan@gensler.com
Phone: (202) 208-1047 Fax: (202) 273-3573
E Mail: glorida.ward.ravenell@gsa.gov
Ms. Janet A. Pogue
Managing Principal/ Vice President
Mr. Glenn Woodley 1625 Broadway

Suite 400
Worklife Enterprises
Denver, CO 80202
1800 F Street, NW
Phone: (303) 595-8585 Fax: (303) 825-6823
Room 7007
E Mail: janet_pogue@gensler.com
Ms. Lisa Moreno-Wilkins

Phone: (202) 273-4667 Fax: (202) 273-4670
2020 K Street, NW
E Mail: glenn.woodley@gsa.gov
Suite 200
Mr. Ray Wynter

Phone: (202) 721-5320 Fax: (202) 872-8587
E Mail: lisa_moreno@gensler.com

1800 F Street, NW
Mr. Lewis J. Goetz
Room 6201
Principal and CEO
2000 L Street, NW
Phone: (202) 501-3802 Fax: (202) 219-0104

Suite 410
E Mail: ray.wynter@gsa.gov
Phone: (202) 682-0700 Fax: (202) 682-0738
Gensler Associates
E Mail: lgoetz@gga.com
Ms. Maureen Amorosi Cook

Associate
Gruzen Samton, Architects
2020 K Street, NW
Ms. Sue Bowers
Suite 200
Senior Interior Designer
Planners and Interior Designers
Phone: (202) 721-5200 Fax: (202) 872-8587

1505 Prince Street
E Mail: maureen_cook@gensler.com
Suite 200
Alexandria, VA 22314
Phone: (703) 836-9600 Fax: (703) 836-2484
E Mail: sbowers@gruzensamton.com
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: phil.todd@haworthinc.com Washington, DC 20001
Phone: (202) 393-3224 Fax: (202) 393-7718
Haworth Incorporated—Washington
E Mail: mark.f.wagner@jci.com
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: bill.fonvielle@haworthinc.com Milwaukee, WI 53202
Phone: (414) 274-4678 Fax: (414) 274-5810
Herman Miller Incorporated
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: eugene.benassi@hermanmiller.com 2101 Constitution Avenue, NW
HOK
Phone: (202) 334-3371 Fax: (202) 334-3370
Ms. Susan English
E Mail: rlittle@nas.edu
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: susan.english@hok.com Computer Specialist
300 E Street, SW
Internal Revenue Service
Mail Code AO
Ms. Jennifer Patterson
Integrated Workplace Product Manager
Phone: (202) 358-1376 Fax: (202) 358-3063
400 Seventh Street, SW
E Mail: james.radosevich@hq.nasa.gov
Phone: (202) 535-4552 Fax: (202) 535-5495
126
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
Grand Rapids, MI 49408
Phone: (202) 606-1856 Fax: (202) 606-1508

Phone: (616) 248-7267 Fax: (616) 246-4918
E Mail: creynolds@opm.gov
E Mail: gengelsm@steelcase.com
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: sammassie@aol.com
E Mail: tethomps@opm.gov
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

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: soulsby@platinum.com
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: lkruk@ibm.net
Altmeyer Building Room 836
Baltimore, MD 21235
Phone: (410) 965-5040 Fax: (410) 966-3338
E Mail: michele.davis@ssa.gov
APPENDIX E THE I NTEG RATE D W OR KPLACE P U B LICATION S U RVEY
The Integrated Workplace: A Comprehensive Approach to Developing Workspace
A P P E N D I X E — O F F I C E O F R E A L P R O P E R T Y P U B L I C AT I O N S U R V E Y
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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
EINT E
GRATED
workplace
Space
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.
Back cover (top to bottom): Courtesy Smarteam Communications Inc., Courtesy Herman Miller Inc., Courtesy Steelcase, North America
Design by Smarteam Communications Inc., Washington D.C.

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A N O V E R V I E W

OFFICE OF REAL PROPERTY

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

Cover: Courtesy Steelcase, North America

A Comprehensive Approach to Developing Workspace

U.S. General Services Administration

Office of Governmentwide Policy

Office of Real Property

The Office of Governmentwide Policy is pleased to issue

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 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

the benefits gained

Imagine a way to create such a place.

It’s called the Integrated Workplace.

What Is the Integrated Why Is the Integrated

The Integrated Workplace is Corporate America has discov­

The Integrated Workplace

Administrative standard Glazed panel modules

Overhead storage units

Transaction surface for

Shared surface facilitates

Shared spanner top for teaming

On the other hand, studies

Using an Integrated Workplace

There are three basic ele­ alternatives

ments that must be consid­ > Managing organizational

Work stations must be flexible

Courtesy of Herman Miller Inc.

Technology: All the engi-

3 neered tools that support and

> Using technology that

> Accommodating future

> Balancing cost and longevity

2 structure that houses and

How Do You Implement the

organization and talented pro­ > As Government organizations

dealing with Federal workspace > The Office of Governmentwide

> Senior management should > The Government’s successful

> The Federal Government

The Integrated Workplace ing organizations for opening

Because of the many changes This initiative is part of the

Varying systems furniture standards, asked agencies to reinvented missions. This

Arbitron Corporate Headquarters

Arbitron Corporate Headquarters

The Arbitron Corporation

Greenwell Goetz Architects

Bob Reinhart, Facility Manager,

Integrated Workplace Concepts Employed

> A tastefully designed coffee station equipped with a sink and a

> The design incorporates the reuse of existing systems furniture.

> The lessor provided all design and construction services.

> 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.

> Employee participation is the key to a successful consolidation

> By consolidating from several buildings to one location, more

> Changing the culture in the workplace is very difficult. Moving

The Integrated Workplace is Corporate America has discov

There are three basic ele alternatives

ments that must be consid > Managing organizational

organization and talented pro > As Government organizations

each other, with their informa

processed, and communicated); client’s business and design

they can be more easily justi This exercise illustrates the

processes. The types of alter