daroff design
workplace
our team
Jonathan Borofsky - Humanity in Motion 6
For 40 years, DDI has successfully created new and innovative workplace environments for our clients. We recognize that even for the same client, each project has many different drivers. For each, the goals and objectives can differ. Budget, real estate requirements, population, culture, demographics and schedule are among the major factors that influence and inform how each project is approached. Differing work patterns, metric standards, and the integration of new technologies will continue to influence and inspire our approach to each project. We work collaboratively and strategically with our clients to deliver environments that are innovative, increase collaboration, and improve work flow. This monograph is designed to give potential clients an opportunity to review the results of our proven design and project management process, and to see how we address each client’s individual programming needs, understand operational requirements, and the unique characteristics of their brand, philosophy and corporate culture.
Philosophy Approach
1
Discovery & Analysis
3
Effective Communication
25
Trends
33
Hospitality in the Workplace
45
Projects The Comcast Center
51
NBCUniversal
69
Thomas Properties
81
Comcast 1717 Arch Street
85
Source Materials
93
Approach Listening and Communicating
1
Workplace
Furniture is Easy; Change is...hard(er). “Right sizing,” realignment, and reduction are all common terms in today’s real estate environment. Our goal is to understand what our client’s current thinking is and to guide them toward workplace solutions that are not only efficient but flexible as well as sustainable for the length of the lease. While the migration from mostly closed office environments to mostly or all open environments can sound appealing from a utilization stand point, it can be a fallacy and a failure if not supported, programmed, and socialized properly. A successful workplace does not just rely on the design of the physical space. It should also include top down policies and protocols that support varying working patterns. Also, the inclusion of the right technology that can support this new environment is critical to its success. Design begins simply with a conversation. The end product of that conversation and several more during the process is a comprehensive discovery and analysis study that, in addition to gathering quantitative information, identifies critical project drivers, critical paths, decision processes, the protocol for information flow, and the vehicles with which to best present findings so that they are user-friendly. The presentation of these “findings” can include graphic charts, relational bubble diagrams and computer aided digital modeling.
Approach
2
Discovery and Analysis People, Places, and Things
3
Workplace
Notwithstanding the visual nature of the design industry, intelligent design is grounded in solid metrics. The way in which programming data is gathered is not the same for every project. Our initial discovery establishes what the decision process will be — autocratic, empowered or democratic. The methods and tools used for each vary. Regardless of whether we are having a dialogue with one executive making unilateral decisions, an empowered team of people tasked with creating a singular voice for the company or focus groups and department heads tasked with embracing change and socializing it to all employees, our highly experienced programming team tailors the process so that we gain insight into the emotional, behavioral and operational needs of the executives and staff that will inhabit the new workplace environment. The end result is a documented synthesis of current thinking and a proposal for a potential new approach that addresses the goals and objectives, functional requirements and overall brand expression.
Discovery and Analysis
4
Baseline Programming & Benchmarks
5
Workplace
Many clients are aware of the current economics associated with the utilization of the space they are currently occupying, especially toward the end of their lease. Few remember the metrics of their space when they first walked in the door. One clients’ facility at the end of their lease may be quite different from the efficient facility they first occupied 10, 15, or 20 years prior as a result of churn, space conversions, changes in business practices, and technology. The way business is done from the begining of the lease toward the end of the lease can be vastly different. We utilize a comparative benchmarking process during the feasibility and schematic design phases of a project. Before space planning begins, our design team measures and compares current space utilization and costs to similar office facilities recently designed and built for parallel client organizations. We then recommend ways to undertake our client’s project while taking advantage of lessons learned from past experience. During the test fit phase, each plan is bench-marked to help the design team and our clients understand comparative differences and efficiencies. During the blocking and schematic phases of a project, benchmarking is used to compare alignment or disparity from the abstract program. This benchmarking process helps guide decisions about density, space utilization, office to workstation ratios, conference and circulation allocations, and efficiency related to first cost and life cycle cost factors.
Discovery and Analysis
6
Programming Quantitative and Qualitative
7
Workplace
Programming has many components. The processes for the gathering of this type of information can often vary depending on the type and scale of the project. Regardless of the process, the information gathered and the knowledge obtained is commonly divided into two sections; quantitative and qualitative. Quantitative programming focuses on the amount of physical space required to house people in the types and sizes of work environment required for them to do their work. It also gathers information on the amount of space required for expansion or contraction, the variety and sizes of spaces that support the way people work and the amount of floor area required for people to circulate between these spaces. On a more detailed level, quantitative programming will also gather information on preferred adjacencies and the data required to design and detail the equipment and casework necessary to make work possible within those established spaces. Qualitative programming approaches this aspect of knowledge gathering from a different perspective. It has less to do with the metrics of space and much more to do with the quality of life the people who occupy the space will have. It can also be a useful tool in exploring any organizational changes or paradigm shifts envisioned by leadership in support the company’s mission statement and brand.
Discovery and Analysis
8
Methods At the initiation of each client’s project, our team leads a collabora-
Baseline
tive process to thoroughly explore each factor that defines the scope, goals and objectives. Some of these factors include:
Paradigm shifts in workplace dynamics Importance of Brand - internally and externally Workforce’s impact on site selection Aesthetic goals Budgetary goals
Upgraded
Scheduling goals Operational goals Adaptability / accomodation to change Design is best conveyed visually. Our approach from the beginning is to create a design dialogue. Tools that assist this include storyboards which incorporate relevant design styles at various budget and quality levels to help our clients quickly see a snapshot of the different design directions their project may take. This process and the dialogue that it initiates can help to build consensus among team members.
9
Workplace
Enhanced
DEPARTMENT / DIVISION HEAD Mail Rm. Bldg. Storage
Office Services
Reception Boardroom
Executive
IT Data Server Rm.
Applicat.
Strategic Planning
Staging Storage
Procurement Human Resources
Legal Could be split off.
Corp. Exec.
Invest. Rel.
Law Environmental Health Safety Corporate Operations – Logistics
Legal Finance
Risk Mgmt.
Information Technology Financial
Payroll
HR
Could be split off.
We begin each project with a detailed, interactive, facility
After approval of these initial diagrams, our space planners move
programming process. Through interviews and personal observations,
forward with more specific block and stack diagrams, clarifying the
our highly experienced facility programming team gains insight into
design direction, and then on to the test-fit planning of the workspace
the emotional, behavioral and operational needs of the executives
and amenity areas. As part of the programming process, both the
and staff who will inhabit the new workplace environment. Meeting
quantitative and qualitative goals of our client’s project are discussed
with our client’s facility managers, senior executives, department
in substantial detail and then confirmed within a narrative facility
managers and other key personnel, we begin to formulate a narrative
program and a collateral mathematical model. Both our narrative
reflective of our client’s brand vision, goals, objectives and functional
facility program and our relational database of our client’s facility
requirements.
program help define our estimate of the net and rentable square footage requirements.
Based on the client-approved facility program, our planning software generates presentation graphics beginning with bubble diagrams,
Additionally, by test fit planning, we help to identify the “best case”
which illustrate the size and affinity of each department and operating
office facility “floor plate”, the most efficient window wall, column grid
unit programmed to occupy the facility.
and core-to-glass dimensions and each of the base building core and shell features that are required to accommodate our client’s facility program.
Discovery and Analysis
10
Building Evaluation A Study of Possibilities
W S
N E
11
Workplace
One Franklin Plaza
Discovery and Analysis
12
High Rise Offices Floors 17-24
Mid Rise Offices Floors 10-16
Low Rise Offices Floors 2-9
16th Street
High Rise Office Lobbby
13
Workplace
Retail
Low / Mid Rise Office Lobbby
Parking
Depending on the type of project and its state of development,
Building Features:
we are able to look at the potential of a building from the outside in, and also from the inside out, which is what Daroff Design did
Re-planned site plan at 16th and Race Streets:
for One Franklin Plaza. The client asked that we analyze the
In the heart of Center City Philadelphia
building’s architectural and mechanical suitability for possibilities
Tree-lined streetscape
in a variety of industry types. The possibilities of re-imaging the existing of the building inspired us to strip it to its structural framing
Fully Renovated LEED Gold Certified 24 Story Tower
and analyze its potential for use over the next twenty years.
668,652 Total BOMA rentable square feet
To support the design concepts, solid metrics and budgets were
New energy efficient state-of-the-art glass façade
prepared allowing the client to make informed decisions regarding
New Energy Efficient Utility and Engineering Systems
the best possible return on investment.
High Speed Elevators 200+ below grade parking spaces
As illustrated in this cross sectional drawing, the planning and
engineering for the renovation and adaptive reuse of One Franklin
645,000 Rentable square feet of prime office space
Plaza will provide high rise office tenants on floors 17-24 with
With Secure 16th Street access wintergarden lobbies
exclusive use of four express passenger elevators from a secure
Opportunity for lobby level conference and dining facilities
winter garden lobby entered along 16th Street. Low and Mid
Served by 12 high speed passenger elevators
Rise office tenants on floors 2-16 will also be provided a secure
City Hall and river-to-river views
winter garden lobby serviced by eight passenger elevators entered
In-floor slab power, data and communications Walker Duct
along 16th Street.
Energy Efficient heat pump HVAC system with individual controls Retail Opportunities Along 16th Street, Race Street and the new North Plaza
Discovery and Analysis
14
Corporate Conceptual Test Fit - Floors 10-16 Mid Rise Office Floor Planned for 114 occupants (0.5:1 conference seat/person) *
28,276RSF (248 RSF/P)
*
26,202NUSF (230 NUSF/P)
This test fit plan illustrates the potential to plan a professional or corporate office facility with typical window wall offices and parallel round the core circulation. It provides accommodations for 52 private window wall offices with support facilities accommodating 62 administrative assistants together with a secure elevator lobby reception facility, conference, support, filing, and other features of a traditionally planned professional office.
15
Workplace
Alternate Corporate Benching Workstation Test Fit - Floors 10-16 Mid Rise Office Floor Planned for 170 occupants (1:1 conference seat/person) *
28,276RSF (166 RSF/P)
*
26,202NUSF (154 NUSF/P)
This test fit plan illustrates the potential to plan a corporate office
Proposed revisions, renovations and enhancements to the core
facility on floors 10-16 of the renovated One Franklin Plaza building
and shell of the One Franklin Plaza building provide for a 9’-0”
with the “euro-style” workstation benching office facility layout to
floor- to-ceiling energy efficient window wall glazing, 40 foot core-
accommodate 170+ employees on a typical floor (10-16).
to-glass dimension, two power and two data and communications wire distribution closets per floor, in-floor Walker Duct lateral wire
With this workstation benching concept, employees are provided with
distribution, energy efficient low wattage low glare lighting, automatic
a workstation together with shared access to near-by meeting and
solar control window shades, individual office HVAC heat pump
conference facilities, support, filing, and other features typical of this
controls, new toilet facilities planned with full ADA accessibility, and
type of high density office facility.
acoustic isolation of the core to the office space and from meeting space to meeting space.
Discovery and Analysis
16
Comparative Real Estate Analysis Helping Clients Understand Real Estate Opportunities
17
Workplace
Frequently office facility clients ask us to test the block, stack and space planning of their facility program in various existing, new construction and build-to-suit real estate opportunities, sometimes including the “stay put” option to re-plan and selectively renovate their current office facility. This comparative real estate analysis can best be achieved by applying the established facility program and test-fit planning among all competing real estate opportunities. Ideally, we begin this process a year or more before our “prime tenant” and “owner-user” office facility clients’ leases are scheduled to renew. At this time, our clients’ facility managers, real estate consultants and legal teams will start considering various real estate options. We recommend retaining our DDI team as early in this real estate decision making process as possible, so that we can prepare the facility program and mathematical model of the required office features and net and rentable square footage requirements. Once this program has been prepared and approved by our client’s team, we then assist in benchmarking the relocation of our client’s existing office facility with various competing real estate opportunities. Some of the relocation options may be build-to-suit prime tenant or owner-user opportunities. While others may include, sub leases of asbuilt tenant space or new leases with landlords willing to offer either cash contributions or a build-to-suit tenant fit out.
Discovery and Analysis
18
Case Studies
As defined by our text book “Office Planning and Design Desk
Conference
Reference” our Comparative Real Estate Evaluation Process helps our clients evaluate the fit of the client’s program into various available office facilities and the true “first and life cycle” use and occupancy
Support
cost of the resulting office facility within each of the potential real estate opportunities. This “true” cost evaluation differs substantially from the “rental cost per square foot” comparison because all first
Core
costs and life cycle costs are evaluated. Accordingly, our evaluation process follows very closely the USGBC LEED – Green Design approach. Because many of these use and occupancy costs are defined by the landlord – tenant lease and work letter, and/or the developer’s build-to-suit fit-out specifications package, our review of the lease and work letter forms the basis of a detailed and highly reliable qualitative and quantitative cost comparison. Our algorithm results in the projected “cost per employee housed” for the term of the real estate lease or development build-to-suit deal. We have illustrated here the test fit space planning of one of our client’s facility programs within three landlord’s building floor plates, one that was an existing as built facility and two that were build-tosuit options. While frequently a replanning of the client’s existing facility can result in a more efficient space plan and a lower cost per employee housed, in these particular evaluations, the build-to-suit option provided greater cost efficiencies. It is interesting to note here that when location, updated data/communications wiring, tenant amenities, space planning efficiencies and the desired fit-out features were factored into the overall cost evaluation, it became clear that the build-to-suit opportunity (while the highest cost per rentable square footage) was the lowest cost per employee housed.
19
Workplace
Restroom
1735 Market Street – Floor 14
1735 Market Street – Floor 15
1650 Arch Street – Floor 20
1650 Arch Street – Floor 21
1500 Market Street – Floor 9
1500 Market Street – Floor 10 Discovery and Analysis
20
Phasing
21
Workplace
Few clients have the luxury of closing the doors of their current work environment at the close of business on a Friday and showing up at a new, newly constructed space on Monday morning. The timing of a lease expiration, the need for expansion space, the cost of real estate, demographics of the workplace and the cost of doing business over the term of a lease are all factors that weigh on a client’s decision to maintain their current facility, either do a complete renovation over the course of several phases or partial renovations. These illustrations show the how a client can update their entire facility (including infrastructure) over the course of several months and several phases. Part of the information discovered with these studies helps to identify the number of times an individual will need to move before they finally arrive in the destination ultimately planned for them as well as the cost of that move and how it contributes to the overall cost of the project.
Discovery and Analysis
22
Swing Space Change is one of life’s few constants
Pre-rennovated space Open Swing Space Occupied Swing Space Undergoing Rennovation Complete Rennovation
1 23
Workplace
Swing space is defined as a temporary working environment used
We are often asked in the beginning of the project, how much space
especially during ongoing renovations. Having this type of space
should be devoted to swing space, space that a client can use to
available is also useful in helping business units accommodate the
either grow into or use to facilitate shifts in group adjacencies. The
variables of change regardless of its cause. Since the cost of real
most recent IFMA study on this topic published in 2010 indicated that
estate is typically the second highest expense in the cost of doing
nearly 50% of respondents agree that 4.1% – 10.0% is adequate.
business, determining the correct amount of space to reserve for this
Twenty-nine percent of survey participants indicate they maintain
function is critical.
swing space to accommodate displaced workers during moves. Facilities experiencing higher than average turn rates are more likely to maintain significant amount of floor area devoted to swing space.
3
4
2 Discovery and Analysis
24
Effective Communication Envisioning the Possibilities
25
Workplace
We recognize the importance of effectively communicating and illustrating our design concepts early on and continuously throughout the design process so there are no surprises at the completion of a project. Our design presentations begin with informal drawings and sketches and progress to more detailed color renderings, digital photo realistic renderings, walk-through and fly-through digital animations, and when appropriate, three-dimensional models. Even more detailed presentations include actual full scale samples, mockups and multimedia displays to verify and validate that the various contractors, suppliers, and manufacturers have clearly and faithfully understood our design intent and are capable of producing the project within our client’s quality expectations on time and within budget. Finally, there are visual presentations of progress at the project site, including construction, fit-out, and the arrival of equipment, furniture, art, and accessories are presented with documentation of visits to quarries, production facilities, and artisan studios to verify that the project is proceeding according to our drawings and specifications.
Effective Communication
26
27
Workplace
Effective Communication
28
Low Budget
Moderate Budget
High Budget
29
Workplace
Effective Communication
30
Design Development Sketch
31
Workplace
Completed project
Effective Communication
32
Trends Trends Where we’re headed
33
Workplace
Workplaces are powerful, strategic tools designed to help an organization achieve success across all realms. Far beyond static, passive spaces to render business, the modern corporate office leverages micro trends, psychosocial research, and the company’s unique brand identity in order to realize advantages, opportunities, and accomplishments. Regardless of market sector, the workplace needs to be the host to many different people and play many different roles. As a result, office design needs to be adaptable, flexible, attractive, and functional. Additionally, the workplace is an active and intelligent solution for various needs including marketing, sales, operations and human resources. We explore and examine industry trends and comparative benchmarks, helping clients understand that if they only plan for what they know today, the space they are asking us to design is already out of date. As a result, being informed and having the ability to “see around the corner� is paramount in office design.
Trends
34
The Evolution of the Workplace
1980’s
2014
2000’s
35
Workplace
Collaborative Space
Heads-down Space
Relaxation Space
Individual Mobile Technology
Trends
36
Global Data Center Traffic Projection 2010 – 2015 1
Traditional Traffic
Data capacity needs keep growing and growing. Cloud computing
Cloud Traffic
and the use of data centers give a technological boost at a fraction
1ZB = 1 Billion GB
of what it could cost to run their own IT in-house. With cloud computing, users can work across on desktops, tablets or smartphones. People can stop working on one device and pick up right where they left off on a different device in a new location.
34%
11%
89%
37
Workplace
66%
2010
2015
1.1 ZB
4.8 ZB
American Device Ownership 2011 – 2014 2
Desktop
The social network is not just on the internet. It is coming alive in
Laptop
design. As desktop computer usage declines, and laptops, smart-
Smartphone
phones, and tablets grow at paces with each outstripping the last, it
Tablet
is clear the mobility and connectivity are paramount considerations in the design of any space, and especially the workplace.
100
78% 75
75% 57%
61%
58% 56%
58% 50
56%
35%
46% 42% 34%
18% 8%
2012
2013
2014
Trends
38
Positive impacts on productivity in the workplace 3
Mobility Devices and technology that support the ability to work from non-office locations. Collaboration Devices and technology that promote productive virtual meetings and communication.
MOBILIT Y
Amenity Desirable or useful features and facilities of a location.
Portable devices and the advancement in wireless technology has become the largest single enabler of the new way of working The charts on these pages illustrate the three top drivers in today’s
COLLABORATION
workplace environment. Mobility, collaboration and amenities are the three strongest drivers to support productivity in the workplace. Within each of those categories, the impact on productivity has been measured and compared.
AMENITIES
39
Workplace
96%
94%
86%
79%
vpn.
Remote Access
Laptop
81%
Virtual Meeting
79%
A/V Projection
63%
Cafeteria / F&B
Smart Phone
74%
Videoconferencing
56%
Informal Gathering
Facility Wide Wireless
61%
Instant Messaging
47%
Coffee Shop / Lounge
45%
Fitness & Wellness
Trends
40
Average Office Size 1994 – 2010 4
1994
From executive office to clerical workstation, office sizes have reduced
2010
in size by 12% on average. This however, does not directly correlate to a reduction in the overall requirement for workplace real estate. In some cases, a reduction may be realized, in others, reapportioning the real estate to other uses is the best solution.
130 sqft 113 sqft -12%
41
Workplace
Brand Recognition in the Workplace 5
Circling back to our earlier mention of hospitality and brand’s role in the workplace, we see below where and when executives feel brand is most importantly conveyed in the office.
How is your brand expressed in your workplace?
Company History Display 38%
Where is your brand reflected in your workplace?
Workplace Supports Behavior 50%
Lobby 79%
R
SE
BRAND
100%
75%
50%
25%
0%
PE
Product Display 51%
PU
E
RFORM
C
PO
AN
Team Rooms / Public Conference 42%
PE
RCEPTI
ON
Departments / Cafe 39% Colors / Decor 59% Logos / Advertising 70%
Individual Workspaces 31%
Retail Spaces 20%
Trends
42
Activity Based Workspace Utilization 6 When viewed as a tool for doing business and not as an overhead
more specific tasks ,a higher yield in employee satisfaction and
expense, a trend today in workplace design adheres to the
productivity may be achieved. Further to the development of Activity
philosophy that one size does not fit all and that the best ideas are
Based Design and a non hierarchical workplace environment is
born in collaborative environments. We are at a very interesting
the trend of Hot Desking whereby individuals do not have permanent
point in office design where the Universal Planning philosophy of the
workstations or offices. They do, however, have all the technology
past twenty years is being surpassed by the ideals of Activity Based
and infrastructural support to perform their individual work as well
Design. In opposition to Universal Planning where the individual must
as the work they do collaboratively.
adapt their work style to their environment, Activity Based Design
43
supports the philosophy that non hierarchical environments yield the
Survey findings indicate that by 2015, workplace utilization is
best working environments. This new design philosophy embraces
expected to increase from levels between 35% and 50% to 85%,
an attitude that does not limit the ways in which people work and
as the desk-to-employee ratio is addressed and space is
collaborate so that by providing a blend of spaces in which to perform
reapportioned. Strategies to increase space utilization include:
77%
62%
54%
46%
31%
Open workspaces
Densification
Reduce square footage
More employees
Hot desking, hoteling
with fewer offices
of workspaces
through disposition
working remotely
and coworking spaces
Workplace
Levels of Perceived Interaction 7
1. Coordinate
2. Communicate
3. Collaborate
At a basic level, individuals
At the next level, a group of
At the highest level, collaborators
operate independently and
individuals exchange information
operate as a team to achieve
interact to accommodate their
as part of a community of
a common purpose by working
own specific needs, not as
interest, but not to achieve a
together, gaining new insights.
part of a working group or team.
common goal.
Trends
44
Hospitality in the Workplace
45
Workplace
The crossover between hospitality design and workplace design is
Concrete exaples of these common goals can be seen in common ar-
easier to see now more than ever. Establishing and executing a theme
eas that encourage socializing, amenities that lend an air of exclusiv-
and brand is as critical for a successful boutique hotel opening as it is
ity, and modern elements that contribute to a true sense of place.
for a redesign of a corporate office. The departure from pre-fabricated
As a recognized leader in the field of hospitality design, we know that
and static has migrated from the hospitality to the workplace design
the brand experience and permanent associations start at the front
world.
door. In today’s workplace design, this experience must filter through the entire environment. In their basic form, the function of a lounge in
As a result of this cross-pollination we find that, both
a hotel or an office break room are the same. The primary function of
categories of environment have five key common goals:
the two is to support work, socialization, relaxation, and knowledge
Meeting functional needs
sharing—all while maintaining a brand.
Providing a clean space and promoting health Reflecting the Brand
When analyzed, support amenities that can be found at a four
Making the inhabitants feel comfortable
diamond hotel can also be found on a corporate campus. Amenities
Creating a uniqueness that encourages users to want to be there
such as cafes, fitness centers, recreational fields, quiet touch down zones, and yoga studios have been a programmatic mainstay in the design of corporate campus for the last 30 years. The trend in today’s workplace environment is to blur the lines that traditionally separated these types of spaces from those of the traditional programmed “work” environments, thus creating a new paradigm in workplace methodology and perception.
Hospitality in the Workplace
46
Which type of environment is each of the following projects — hospitality, workplace or residential?
47
Workplace
Hospitality in the Workplace
48
1. Hospitality, 2. Multi Family, 3. Workplace, 4. Hospitality, 5. Hospitality, 6. Workplace
projects
The Comcast Center
51
Workplace
The interior design of the Comcast Center at 17th and JFK Boulevard in Center City Philadelphia combines all the elements of a corporate campus into a striking 56 story all glass tower. The lightness and translucency of Robert Stern’s architecture have been incorporated into all of Comcast’s interior space which was designed collaboratively by Daroff Design Inc and Gensler. Taking its cue from RAMSA’s architecture and ground floor lobby, the Comcast tenant design team created a modern, inviting, and well planned interior environment complete with modern communication technology. The heart of the impressive Center is Ralph’s Café, located on the 43rd and 44th Floors, connected by a handsome glass and steel stair with natural maple treads. Ralph’s (named after the company’s founder, Ralph Roberts) provides a spectacular and memorable dining experience for all Comcast employees and their visitors. This is not your ordinary corporate cafeteria. Guests can sit in a cozy booth, meet new colleagues at a family style table, or relax with a cappuccino at the coffee bar while enjoying incomparable views of the city. Internally illuminated serveries, color changing lights, and a double height volume space with suspended cylindrical resin light fixtures combined with classic modern furniture provide Comcast staff with a relaxed but elegant break from their workplace environments.
The Comcast Center
52
53
Workplace
The Comcast Center
54
55
Workplace
The Comcast Center
56
57
Workplace
The Comcast Center
58
59
Workplace
The Comcast Center
60
The workplace floors feature a visual variety of four bold colors
Comcast University, on the 42nd Floor, is where the spirit of Comcast
palettes, light wood furnishings and glass fronted offices, which
comes to life for Comcast employees from around the country.
compliment the loft height ceilings. Together these elements
It is an exuberant space, offering multiple venues for learning and
combine to create a warm and inviting atmosphere that enhances
training within the full “Comcastic” color palette of sophisticated
communication and encourages collaboration, while celebrating the
technology displays and large scale graphics telling the story of the
Comcast brand.
company’s evolution and its future.
61
Workplace
The Comcast Center
62
63
Workplace
The Comcast Center
64
65
Workplace
The Executive Floors are located on floors 51 through 56. Communication and collaborations are the driving themes. Enhanced by abundant, natural light and clean, modern design, the executive offices are inviting and uplifting. Featuring large panes of clear and translucent glass walls, natural cream colored limestone floors, European white ash paneling, and cream colored natural leather furnishings, the serene interior environment is in harmony with the views of the city outside to form a single energy. The atrium that links these floors is anchored by a dramatic all glass staircase that is an engineering and architectural marvel. It wraps around a four story glass plinth housing multiple high definition LCD displays showcasing Comcast’s core business of media and entertainment. Together the stair and media wall create a stunning focal point to the restrained modern elegance of the executive floor atrium reception lobbies.
The Comcast Center
66
67
Workplace
The Comcast Center
68
NBC Universal
69
Workplace
In January of 2011, Comcast purchased NBCUniversal. As part of the corporate integration process, Comcast wanted to create a new office environment that respected the substantial NBCU brand but also acknowledged the Comcast brand and this new pairing. Daroff Design was retained initially by Comcast, then NBCUniversal to provide design services for two full and non-contiguous floors within the high-rise elevator banks of 30 Rockefeller Plaza, NYC. The two floors each represent a floor plate of approximately 26,560 gross square feet with a tenant usable floor area of 22,280 square feet. An icon on the New York City skyline, 30 Rockefeller Plaza is of late 1920’s to early 1030’s vintage and has designated historic status. The initial project on the 47th floor was completed in August of 2011. The existing core and shell of a building is an important part of any design vocabulary.
NBC Universal
70
71
Workplace
NBC Universal
72
73
Workplace
In addition to the clean architectural lines, a light color palette, elegant finishes and classic modern furnishings, the Daroff designers for the Philadelphia project had full height perimeter glazing, ten foot high ceilings and a state of the art mechanical system to work with to support the design for that environment.
NBC Universal
74
Primarily an operational floor, the vocabulary of glass fronted office and low paneled open plan partitions was a big departure from the compartmentalized design approach of many of NBCU’s existing operational floors. Office metrics were modified to accommodate this new planning approach and a higher density was achieved. The second project on the 51st floor was completed in March of 2012. The goal in the construction of this floor was to create a leadership environment that expressed the joining of two of the best known and respected companies in the media industry. Comcast was clear that they wanted the environment to look and feel like the original Comcast Center in Philadelphia.
75
Workplace
NBC Universal
76
77
Workplace
The design challenge for 30 Rockefeller Plaza was to create an environment evocative of the Philadelphia project in a building with punched openings that had leaking windows, an anti-quated mechanical system and a floor to floor height that allowed only minimal ceiling heights. With the addition of new windows, a slimmer-profile radiator and mechanical system, and ceiling and lighting systems that were designed to give the illusion of height, the team was able to reinterpret the Philadelphia vocabulary in an environment that is unique for NBCUniversal. In addition to the glass fronted private offices and multiple conference rooms, featured elements of the design include the reception area with its 6’ x 6’ glass enclosed twelve screen video display, a state of the art Telepresence room, a pre-function space for entertaining and a dining room that doubles as a screening room. Flip top marble tables on casters are switched out for 15 large reclining lounge chairs converting this room in a matter of just a few minutes.
NBC Universal
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Workplace
NBC Universal
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Thomas Properties
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Workplace
Thomas Properties Group Inc’s Philadelphia Office is a 14,600 square foot space located in Center City Philadelphia. As the headquarters for the north east region, this space was designed to be very fresh, clean, and contemporary. Stunningly designed in neutral palettes and rich accents this 45-person commercial office space invites its employees and clients to experience 360 degree breathtaking views of Philadelphia.
Thomas Properties
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Thomas Properties wanted a professional looking corporate interior that did not feel tedious or too commercial. The client’s main objective was to create an environment that would serve both outwardly as a stunning first impression and internally as an efficient work space that interpreted their personality and brand identity. The environment needed to highlight their extensive corporate art program.
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Workplace
Thomas Properties
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Comcast 1717 Arch
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Workplace
Comcast has several groups in Philadelphia that are housed outside of the Comcast Center. For one of these groups, approximately 50,000 sf was required to house them. Daroff Design was retained to create an environment that could accommodate this group while maintaining the branded environment created at the Comcast Center, but with a more economical budget, lower ceiling heights, and a greater density of people than at the original Comcast Center.
Comcast 1717 Arch St
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Workplace
Comcast 1717 Arch St
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Workplace
DDI was able to meet the challenge by specifying standard product
The ratio of open to closed work environments was approximately
offerings for ceiling, lighting and office front systems. In lieu of the
60% open to 40% closed; a ratio slightly higher than in the Comcast
post and beam panel system initially used for open plan environ-
Center. To accommodate this shift as well as address an increased
ments, a lighter scaled desking product was specified. The office
density and a desking furniture product, DDI needed to address the
fronts and doors, which in the initial project were metallic silver and
acoustical, privacy and spatial concerns of the individual workers.
wood veneer, were reinterpreted in a monochromatic white. This
A typical floor in the Comcast Center had a 4% space allocation for
combination created an environment that was not only evocative of
meeting space For this project, 12.5% of the usable area was dedi-
the initial project, but also created a new contemporary marriage of
cated to a mixture of traditional enclosed conference rooms, small
technology, people, and the architecture that houses them.
informal open and closed meeting environments and private phone booths. This concept leverages a higher percentage of space for
While the universal planning approach included one office size and
shared functions while decreasing space allocated for individual.
one workstation size, minor variations were incorporated to meet the group’s specific needs. The unique shape of the building lent itself
As Comcast expands to take additional floors in this building, this
to accommodating the programmatic goals of a large collaborative
design vocabulary and mixture of space types will be used.
environment: flexibility and privacy to accommodate different functions, and being open enough to allow day light to filter to the interior work areas.
Comcast 1717 Arch St
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representative client list Alpha-Laval
Merrill Lynch & Co.
Bayer Healthcare
Metropolitan Insurance
Capital Blue Cross
Mobil
Children’s Hospital of Philadelphia
National Football League (NFL)
Citizens Bank
NBCUniversal
Comcast
OTG
Darden Restaurants
Revlon International
DGS
RJ Reynolds
Disney Imagineers
Philadelphia Int‘l. Airport (DOA)
Drexel University
Sharpless
Evert Louwman
The Franklin Institute
Exxon Mobil
The Smithsonian
GlaxoSmithKline
The Walt Disney Company
GSA
Triumph Development
Huntington Bank
Prudential
Lancaster General Hospital
Universal Studios
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Data Sources
Figure 1.
Figure 5.
Cisco Global Cloud Index
Steelcase Whitepaper: How the Workplace
Cisco Global Cloud Index: Forecast
Can Improve Collaboration
and Methodology, 2012 – 2015
Levels of Perceived Interaction – Michael Schrage
www.cisco.com
360.steelcase.com/white-papers
Figure 2.
Figure 6.
Pew Internet Survey
Teknion Workplace of the Future
Adult Gadget Ownership Over Time,
Survey Findings
2010 – 2013
www.teknion.com
www.pewinternet.org Figure 7. Figure 3.
Steelcase Whitepaper: Brand and Culture
CoreNet Global Research
Steelcase & CoreNet Study – 2010
Productivity Metrics – 2011
360.steelcase.com/white-papers
www.corenetglobal.org Figure 4. IFMA Research Report Space and Project Management Benchmarks – 2010 www.ifma.org
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Workplace
Daroff Design Inc + DDI Architects, PC 215.636.9900 cassandram@daroffdesign.com kd@daroffdesign.com