Our recent presentation to the charity and not for profit sector on the pros and cons of relocating in the current market

1. Charities Best Practice Forum
Should I Stay or Should I Go?
14.05.09
Constructive Workspace Rowan Court 56 High Street Wimbledon Village London SW19 5EE Tel:+44 (0) 208 944 6335
www.constructiveworkspace.com

2. Introductions
Constructive Workspace
Constructive is a leading international project management & commercial interiors specialist, delivering inspirational
constructivewo rks pac e
and sustainable environments that support client business strategy. We aim to realise our customers’ most
important assets - people, space and technology.
Workspace Design Workspace Fit-Out & Refurbishment Management Contracting
interior design interior fit-out construction management
space planning/optimisation interior refurbishment sub-contractor co-ordination
brand guardianship CR + environmental legislative compliance
feasibility studies bespoke solutions site management
environmental audio-visual health + safety
Furniture Fittings & Equipment Facilities Management Support
procurement solutions move management
supply chain management installation maintenance
installation management storgae
product specification reactive maintenance
company
value engineering contract cleaning
overview
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3. Current climate
Occupier trends
• Greater efficiencies
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• Optimisation of assets & resources
• Increasing focus on donation ratios
• Increasing rate and speed of change
• Need to be flexible/adaptive to change
• Technology improvements
• Higher expectations
• Greater effectiveness
climate
trends
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4. Scenario 1
Charities Aid Foundation
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A refurbishment whilst in
occupation
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5. Good foundations
Case study
Client Charities Aid Foundation
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Location West Malling, Kent, UK
Size 40,700 sq ft, 9 Phases
THE CUSTOMER
A leading charity specialising in the provision of financial services for other
charities and donors.
THE PROJECT
Charities Aid Foundation (CAF) built their head office in 1995 and bought good
quality furniture to create a good working environment for their 400 Staff. 13
years on, the furniture was in good condition but the interior was tired and they
had expanded so the building was feeling cramped, dull and impractical.
CONSTRUCTIVE WORKSPACES SOLUTION
Having successfully completed CAF’s London office, Constructive was appointed
to accommodate 500 staff, reusing as much of their existing furniture as
possible, while designing and updating the interior implementing modern office
practise such as hot-desking, touchdown zones and business pods etc. During a
nine phase program using the staff break-out areas as swing space the project
ran smoothly and on budget. We reconfigured some of the existing furniture to
a more efficient layout on both the ground and second floors whilst introducing
Case
new bench systems to the first floor. Coloured feature walls give depth and study
energy whilst the terracotta copy pod business areas clearly mark the corners of
each floor. The rearrangement of storage and the installation of white storage
wall have made the floors appear more spacious, light and airy in line with their
London counterparts. CAF are inspired by the changes we made and say “it is a
lot nicer place to work”!
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Charities Best Practice Forum
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6. Design
Plans
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space
plan
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7. Design
Plans
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space
plan
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8. Design
Plans
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space
plan
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9. Design
Visuals
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3d
visuals
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10. Design
Visuals
First floor
conceptual
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visuals..
3d
visuals
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11. End result
Photos
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12. End result
Photos
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13. Scenario 2
St.John Ambulance
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What could we do here?
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14. Preliminary concepts
Use of space
Example ; Firs t Flo o r
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•circulation
•spatial evaluation
•building grid
M circulation - lift
ain
M route onto the floor
ain
Architectural feature and com unication link betw
m een floors
Shared visual space between floors –natural com unication point
m
Architectural feature
Secondary circulation
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Charities Best Practice Forum
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15. Preliminary concepts
Use of space
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Flo o rplate 632.8 s q m
95 open plan staff
4 offices
3 cellular meeting spaces
tea point and break out
post and print area
High density rolling storage
99 s taff to tal (+22)
1 staff per 6.39 sq m
e xis ting 77 s taff
1 staff per 8.2 sq m
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Charities Best Practice Forum
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16. Preliminary concepts
Use of space
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open plan managers workstations
hot desking benches
mobile non owned meeting table
lowlevel storage cabinet and desk extension
M height storage cabinets used for docum reference
id ent
high density rolling storage
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Charities Best Practice Forum
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17. Preliminary concepts
Use of space
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concept - the hub
m circulation path and com unication area shared to prom
ain m ote
inform discussion and generate accidental m
al eetings –encouraging
staff engagement
feature tea point
feature flooring using oblique logo
print / copy and post area
freestanding 1600m high hub w w feature finish
m all ith
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18. Scenario 3
Pharo management
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A relocation to new premises
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19. Design proposal
Building analysis
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Building grid / Mullion detail Sprinkler head location
building
analysis
Impact of external atrium to internal use Sensitive to building strengths / multi aspect
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Charities Best Practice Forum
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20. Design
Building analysis
Base build Space analysis
•Floor to ceiling height is 2900mm .
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• The ceiling is a metal pan approx 1500mmx 300mm with a 300mm support The site, while perhaps not having the best curb
beam . appeal, is a light open floor with multi aspect
•The perimeter has a plasterboard margin which has a 200mm x 200mm opportunities. It has a slightly quirky kink which
recess where it meets the curtain walling. presents an interesting reflected ceiling plan.
• The ceiling void is approx 800mm , the floor void is 200mm( this will help if While it has 2 entrance points onto the floor, one
you want to install a timber or stone floor). stands out as the more sensible and provides the
• The base build skirting is recessed 100mm white. opportunity to maximise the ‘quirk’ as a designated
• The toilet block is a reasonable spec the shower and the tea point are pretty space.
basic .
• There is curtain walling on 3 sides so any junction details or fixtures will Pro’s
have to be stuck as opposed to mechanical fix. - Generous proportions with appropriate location
•The above falls into the category of a Section 20 building which are high - Good light around 75% of the floor plate
buildings in the 13 inner London Boroughs that present difficulties fighting - Dual entry/exit points ( Staff/visitor segregation )
fires and therefore have special fire precautions. This necessitates a separate - Multi aspect
Section 20 application to Westminster Council as well as a Building Control -Existing comms available
application and therefore attracts a separate fee.
Con’s
- Fragmented ceiling grid
- Curb appeal
- WC lobby/external space from main demise
-Sprinklered space
building
analysis
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Charities Best Practice Forum
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21. Building analysis
M+E
Site findings Air Conditioning – General
The above floor is served by a 400v three phase supply terminated in the This new building has a 4-pipe chilled/hot water
electrical riser sited on the 4th floor. The electrical circuits are fed from a system serving ducted fan coils manufactured by
constructivewo rks pac e
Merlin Gerin T.P.N. distribution board. There is a comms room positioned at Ability Projects.
the rear of the floor which appears to serve the 4th, 5th, 6th and 7th flr comms The above ceiling units supply conditioned air
network. The power to the comms room is supported by local distribution through a continuous linear perimeter diffuser and 4
boards sited in the comms room. additional grilles towards the centre of the office.
Small Power - There is a small power electro patent busbar system installed We are able to adapt air supplies from fan coils to
under the false floor at present. There are no floor boxes installed into the redirect air as needed, and would then need
floor. attendance from the BMS installers to re-set control
The floor depth is approx 175mm therefore grommets or floor boxes could be for any individual areas.
installed. There is adequate capacity on the distribution board for additional We would not adapt pipework services as this
circuits. impacts every other floor and would require that the
chilled water system is re-commissioned.
Lighting Installation - The lighting is achieved by the installation of Computer Room Air Conditioning
perimeter compact fluorescent downlights and linear LG3 fluorescent A combination of 3 x Denco downflow units provide
luminaires installed into the plank ceiling. The lighting is controlled by a temperature, humidity and filtration close control.
manual retractive switch at the main entrance. The lighting system can be At present the room is full of computer racks and
controlled by manual switching or P.I.R. movement sensor control. The conditioned air is blown up through them via the
lighting control is manufactured by Leax Controls. There would be the need floor void. These should be ideally matched to any
to add additional luminaires if cellular offices are to be installed. need.
I.T. Installation - There appears to be 192No UTP Cat6 lines installed to
various locations distributed around the office space. The installation is Plumbing/Ventilation/Electrical
wired in LSF cabling laid on rubber matting. The network cables are As there are dedicated tea points, shower room,
terminated into Cat6 patch panels located in the comms room. WC’s etc., we do not envisage the need for
additions. building
Security - There is an access control system installed to the 3 doors leading analysis
to the office space. Overview
This is a high specification building which is currently
fully open-plan. If partitioned, offices will be served
by sufficient fan coils, however, there may be control
issues as individual areas require differing
temperatures (e.g. If the chiller is shut down then
cooling cannot be provided). 14.05.09
Charities Best Practice Forum
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22. Sketch work The drawing board
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space
plan
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23. Considerations
Strategic
Brief – high level requirements
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Professional experience for potential clients visiting site
Clients must feel as though they are being ‘hosted’
Segregated client/back office areas
Distinct separation between common areas and client space (wow factor)
Minimum accent, maximum impact
Integration with global communication technology (sight lines and ease of use)
Must facilitate growth & flexibility for future change without impact on infrastructure
Must be efficient and effective as a space to optimise high rents per sq ft
strategic
brief
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24. Considerations
Behind the scenes
General rationale
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Efficient and direct lines of communication
Obstruction free, fluid circulation around space
Access to the external facade and natural resources to all visitors + users.
Minimum accent, maximum impact
Feng Shui – (key drivers )
Position of workstation – No backs to windows
Position of office - Not close to main entrance.
Pathways - This is where spirits gather and spread to surrounding areas
Colour - Yellow stands for peace, red encourages money, earthy palettes
strategic
hold the spirits in pertaining to the earth, water and fire brief
spectrum
Materials - Mirror bring luck as long as not in direct line from entrance
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Charities Best Practice Forum
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25. Design proposal
Space Plan
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space
plan
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26. Circulation diagram
Efficiencies
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Primary circulation
App. 10.3 % ocupied
59 sqm out of 570 sqm
Secondary circulation
App. 11.4 % ocupied
65sqm out of 570 sqm
circulation
diagram
14.05.09
Charities Best Practice Forum
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27. Circulation diagram
Efficiencies
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Primary circulation
App. 16.3 % ocupied
93 sqm out of 570 sqm
Secondary circulation
App. 12.6 % ocupied
72 sqm out of 570 sqm
circulation
diagram
14.05.09
Charities Best Practice Forum
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28. Circulation
diagram
Efficiencies
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Primary circulation
App. 12.8 % ocupied
73 sqm out of 570 sqm
Secondary circulation
App. 8.0 % ocupied
46 sqm out of 570 sqm
circulation
diagram
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Charities Best Practice Forum
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29. Design proposal
Sketch visual
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space
plan
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30. a.
3d work
Visualisation a.
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b.
b.
3d
visual
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31. 3d work
Visualisation
c.
d.
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c.
d.
3d
visual
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32. f.
e.
3d work
Visualisation e.
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f.
3d
visual
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33. Optimisation
Some methodologies
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Looking at ‘optimisation’
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34. The Brief
Defining
The first stage is to re-evaluate the brief and gain a better understanding of needs,
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objectives
and desired outcomes. During this process it is essential to clarify, expand and challenge
the brief to ensure that all aspects of the projects potential have been explored.
• Define Key Objectives & Strategic Outcomes
• Project Vision & Goals
• Client Business Strategy (Alignment)
• Project Drivers
• Project Stakeholders
• Project Parameters and/or Constraints
• Project Specifics
• Critical Timelines
• Client Business/Industry Type
• Existing & Desired Culture
• Brand Essence
• Identified Change Initiatives Project
process
• Opportunities for Competitive Advantage
• Preliminary Budgets
• Project Team Selection
• Communications Strategy
14.05.09
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35. Design Considerations
Understanding
CURRENT, EVOLVING PROJECTED & IDEAL SOFT
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ERGONOMICS &
i i i i
STRUCTURE/
MANAGEMENT HUMAN FACTORS
PEOPLE/ ROLES CULTURE WOKRPLACE
STYLE
ORGANISATION vertical, horizontal desired behaviours STRATEGIES
inspiring/controlling
& social HEALTH & SAFETY
company ENSURING
SUCCESS
i i i i
FLOW
COMMUNICATION COMMUNICATION IDEAS COMMUNICATING
BUSINESS information,
& STRUCTURES generated & CHANGE
PROCESS knowledge & work
LINKAGES formal & informal generalised
through organisation
PROTOCOLS
ANALYSIS
SUPPORT
s soq s
FACILITIES
LOCATIONS SIZE layout INFRASTRUCTURE
WORKPLACE & SPACE customer & work flexibility
areas
resources Hard
ioq soq soq
TOOLS EQUIPMENT ENVIRONMENTAL
TOOLS TECHNOLOGY work & storage, resource air, light, temperature Project
TECHNOLOGY customer settings areas process
BRAND
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36. Design Considerations
Understanding
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knowledge
people
completion
value best thinking
process
objective
success analysis/ solutions procurement implementation
strategy
vision review route
tools ideas
measurement
creativity
building
Project
process
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37. Defining the brief
Gap analysis
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Project
process
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38. Defining the brief
Occupancy study
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Monday Tuesday Wednesday Thursday Friday
100%
80%
60%
40%
20%
0%
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
:0
:0
:0
:0
:0
:0
:0
:0
:0
:0
:0
:0
:0
:0
:0
:0
:0
:0
:0
:0
16
14
16
11
16
14
14
11
11
14
16
11
14
11
16
09
09
09
09
09
Occupied Active (Hot Space)
Occupied Temporarily Vacant (Warm Space) Project
process
Vacant (Cold Space)
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39. Fixed Vs Flexible
Choice & variety
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(Influe nc e rs )
Roles & Functions
Fixe d Hybrid Fle xible
Project
(Re s traints ) process
Technology & W orking Practice
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40. Work profiles
What, why, how,
when
WORK-PROFILE A Access to an owned desk.
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INTERNAL-STATIC-INDIVIDUAL Ratio 1:1
WORK-PROFILE B Access to an ow ned desk, form and inform m
al al eeting rooms
and shared project spaces.
INTERNAL-STATIC-TEAM Ratio 1:1
WORK-PROFILE C Access to a shared desk, form and inform m
al al eeting rooms
and shared project spaces.
INTERNAL-MOBILE-TEAM Ratio 1:1.5
WORK-PROFILE D Access to a shared desk.
EXTERNAL-STATIC-INDIVIDUAL Ratio 1:2
WORK-PROFILE E Access to a touch dow station, form and inform m
n al al eeting
room and shared project spaces.
s
EXTERNAL-MOBILE-TEAM Ratio 1:3
Now that we have an understanding of the way that the staff will need to work in the new building we can start to
look at how the space has to be configured to enable them to work productively.
Each of the 4 to 8 work-profiles that we have defined will use space and technology in a different way and so will Project
need a variety of work-settings to work at. process
Both the space and the technology has to support and enable users to carry out their job functions efficiently and
effectively.
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41. 1. FOX
internal – static – individual – private
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static file storage
dh
dh
private meeting surface work
profiles
private individual office
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42. 2. SPIDER
internal – static – individual – non
private
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general storage
static file storage
1200
footprint
general storage
general storage
group storage
group storage
1200
general storage
general storage
circulation
work
personal storage
individual worksurface
profiles
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43. 3. RABBIT
internal – static – interactive – private
folding partition to adapt to two scenarios
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shared meeting room
dh
dh
private office with storage work
profiles
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Charities Best Practice Forum
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44. 4. RHINO
internal – static – interactive – non
private interactive surface
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meeting surface
1200
footprint
static storage
meeting surface
interactive surface 1200
circulation
personal storage
work
profiles
storage
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Charities Best Practice Forum
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45. Departmental adjacencies
Analysis
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44no.
58no.
35no.
Project
process
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46. Implementation
Programming & phasing
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Phase 1
Phase 2
Phase 3
1 4
Phase 4
Phase 5
Phase 6
2 5
Project
process
3 6
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Charities Best Practice Forum
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47. Conclusions
What should I do?
constructivewo rks pac e
Should I Stay or Should I Go?
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48. Conclusions
Refurbishing
Features & benefits
constructivewo rks pac e
• Already have the building/space
• Phased implementation (OOH or decanting staff)
• Lease restrictions
• Practicality vs. cost
• Opportunities for greater efficiency & effectiveness
• More suited to cosmetic/furniture and optimisation change
Refurbish
conclusions
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Charities Best Practice Forum
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49. Conclusions
Relocating
Features & benefits
constructivewo rks pac e
• Rent-free or dilapidation contributions
• Clean slate approach “in an ideal world”
• More holistic options (location/feel)
• More options to align with strategy
• Greater control of infrastructure options
• Faster programme
• Less disruption (only 1 move)
• Cheaper fit-out costs
• Greater overall potential for change
• Suited to major change Relocate
conclusions
14.05.09
Charities Best Practice Forum
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50. Contact Details
Communication
Scott Georgeson
constructivewo rks pac e
07967 203445
scott.georgeson@constructiveworkspace.com
Constructive Workspace
Rowan Court
56 High Street
Wimbledon Village
London
SW19 5EE
0208 944 6335
www.constructiveworkspace.com
www.georgesongroup.com
Group locations: Our
contacts
New York Edinburgh Miami South Florida Dubai Glasgow
14.05.09
Charities Best Practice Forum
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