Workspace Planning/Development LAMBERT Architecture + Interiors 2015
Axon View Option 1
ew Option 1
Furniture Option 1 Typical
e Option 1 Typical
Axon View Option 2
w Option 2
Furniture Option 2 Typical
Option 2 Typical
WORKSPACE PLANNING / DEVELOPING LAMBERT Architecture + Interiors is one of the South’s pre-eminent design firms providing
FULFILLING POTENTIAL
architecture, interiors, and planning services for clients in the public and private sectors. Our
THROUGH RESPONSIVE DESIGN
diverse expertise targets the Workspace, Higher Education, Financial, Critical Facilities, Food Service, Healthcare, and Senior Living markets throughout the Southeastern United States.
125 Sunnynoll Court Suite 200
LAMBERT creates buildings that have a positive impact on their occupants and on their context. Through clear objectives, a logical process, and creative execution, our designs optimize our Clients’ performance.
LA MBERT Archite cture + Inte riors • l a mb e rta i. com
Winston-Salem, NC 336.777.3657 www.lambertai.com
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Space Inventory/Analysis
LA
L A M B E R T A r c h i t e c t u r e , PA
Corporate Space Inventory Winston-Salem Locations
CORPORATE SPACE INVENTORY
BB&T Corporation | 300,000 SF | Winston-Salem, NC 4 buildings total surveyed: - 4 floors at 28,300 SF ea. - 1 floor at 20,500 SF - 2 floors at 17,000 SF ea. - 10 floors averaging 13,650 SF ea. Fixed floor plan and moveable workstation furniture documented
At the time this was performed, this financial services company occupied portions of four buildings in its headquarters city. This survey quantified that occupancy by department and documented it with a series of color-coded plans by department and department number coding.
Plans were collected into a document and were all displayed at the same scale to give the person referencing it a good sense of the relative footprint of each location and department. Once the initial effort was complete, annual or more frequent updates were easily done to keep it current.
Color-coded to organizational charts
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BB&T STRATFORD 150 - 4TH FLOOR Strategic Planning Accounting Fixed Assets Shared - SP/A Communications Strategic Planning Accounting
001-05-04-10 001-05-40-30
4,590.9 SF 21,577.7 SF 184.6 SF 102.8 SF
Multi-Tenant Usable (BB&T)
4,950.9sf 21,557.7 sf
26,795.9 SF
BB&T FINANCIAL CENTER - 6TH FLOOR Credit Review Asset Based Lending Asset Based Lending Support Commercial Real Estate Lending Specialized Commercial Credit Building Conference Shared-CR/SCC Expansion
2,599.3 SF
5,042.6 SF 674.6 SF 331.7 SF 2,668.0 SF
Multi-Tenant Usable (BB&T)
11,316.2 SF
BB&T STRATFORD POINT - 3RD FLOOR Trust Corporate Banking Mgr. Shared - T/CBM Regional Board Room Communications Hub Regional Credit Expansion 1-90-03-10 1-90-03-20
6,265.6 sf 2,724.5 sf 609.3 sf 1,192.9 sf 236.0 sf 1,516.5 sf 906.5 sf
6,265.6 SF 2,724.5 SF 609.3 SF 1,192.9 SF 236.0 SF 1,516.5 SF 906.5 SF
Multi-Tenant Usable (BB&T)
13,450.6 SF
John Allison Chairman & CEO
Ken Chalk Executive VP Retail Lending
Rob Green Executive VP Administrative Services
Kelly King Executive VP Branching Network
Morris Marley Executive VP Funds Management
Scott Reed Executive VP Chief Financial Officer
Mike Sperry Executive VP Corporate Lending
Henry Williamson Chief Administrative Officer
Jerry Blue Sr VP Direct Retail Lending
Henry Skinner Sr VP HR Director
Bob Aston President Commerce Bank
Jeff Cook Sr VP Securities Trading
John Faulk Sr VP Manager Special Assets
Leon Wilson Sr VP Operations Div. Mgr.
Tim Dale Sr VP Mortgage Lending
John McCrory Sr VP General Auditor
Lee Cory President BB&T SC
Gypsy McKenzie VP Investment Portfolios
Sherry Kellet Executive VP & Controller
John Morton Sr VP Manager International
Jim Ashby Sr VP Marketing Dept. Mgr.
John Garrison Sr Vp Sales Finance
Jerone Herring Sr VP Sec. & Gen. Counsel
Regional Presidents:
Tom McFarland Sr VP Loan Services
Chester Williams Sr VP Director of CRA/ Community Develop.
Scott Qualls Sr VP Revolving Credit
Tim Davis VP Quality Support Mgr.
Rod Bullard-Piedmont David Crowder-Metro Max Crowe-Midlands Danny Daniels-Eastern Mike Goodman-Triad
David Park Sr VP Dir. of Support Services
Fred Groce-Western
Bill Conger Sr VP Compliance Dept.
Steve Medlin-Northeast
Rip Howard-Southeast
Rodney Hughes Sr Vp Balance Sheet Mgmt. Donna Goodrich VP Corporate Funding Mike Sessoms VP Funds Mgmt. Ops. Robert Peacock President BB&T Leasing Corp. Vacant Investment Banking
Ray Long Executive Vp Trust Division
Royce Hough Executive VP & Mgr. Corp. Banking
Hal Johnson Sr VP Strategic Planning John Vaughan President BB&T Investment Svs. Gloyden Stewart Sr VP Investor Relations Wade Reece President BB&T Insurance Svs.
Senior Loan Administrators: Ken Daniels Sr VP Tom Rice Sr VP Steve Alexander Sr VP Preston Fowler Sr VP
Vince Nelson-Cape Fear Roddy Rowan-Upstate Allen White-Sandhills Steve Wiggs-Catawba Lee Youngblood-Triangle Chisolm Leonard-Lowlands Ashpy Lowrimore-Pee Dee
Harvey McIntyre Network Sales Coord. Becky Sink Regional Fin. Analyst
BB&T ORGANIZATIONAL CHART
Space Inventory/Analysis
SECTION
CORPORATE SPACE INVENTORY + PROGRAMMING
Republic Mortgage Insurance Corporation | +/- 50,000SF | Winston-Salem, NC
4 buildings total surveyed: - 2 floors at 20,000 SF ea. - 1 floor at 7,500 SF - 1 floor at 2,500 SF Information gathering prior to a full programming exercise for a new corporate HQ upfit. Color-coded to organizational charts by dept.
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As a prelude to a programming exercise for a new corporate headquarters, LAMBERT surveyed this growing companies’ existing office spaces. Rapid growth had resulted in full occupancy of their current headquarters building. Additional incremental expansion into adjacent suites previously leased to others had resulted in an haphazard, mazelike arrangement. The layout hampered internal communication, and wayfinding was difficult to impossible.
Findings informed programming for the new facility. One goal was to determine the furnishing option that would suit the workspace best. Management made the bold decision (at that time) to go to 100% open office environment for the new facility. Virtual 3D (see above) and actual prototypes were constructed of the furniture systems for testing prior to deployment in the new purpose-built facility.
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Internal Conference Suite Shared Window Wall 100% Workstations
Two-Story Lobby
Workstations and Conference Rooms/Learning Environments
FIRST FLOOR
SECOND FLOOR
Workstations Conference Rooms/Learning Environments THIRD FLOOR
Analysis of Existing Conditions
SECTION
CORPORATE SPACE INVENTORY
Amarr Garage Doors | 18,000 SF | Winston-Salem, NC 2 buildings total surveyed: - 2 floors at 3,700 SF ea. - 2 floors at 6,800 SF ea. BOMA calculations to verify current efficiency against benchmark standards Color-coded to organizational charts in order to compare relative workspace sizes
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This rapid-growth garage door manufacturer had 2 goals in mind when planning their new corporate headquarters: 1) To create and environment that fostered communication amongst the staff, and
It was anticipated that all new furniture would be acquired, so the inventory also allowed a survey of the types of equipment in use, as well as a review of how appropriate it was to the job function.
2) To understand what types and kinds of spaces staff occupied, and their suitability to the task.
L A M B E R T A rc h i t ec t u re + I n t er i o r s • lam ber t ai . com
COMPUTER TRAINING
TEL / ELEC
COPY
FILES
T
CONF
W
M
T
STOR
MEETING
MARKETING STORAGE
COPIER
BUILDING ONE second floor
BUILDING TWO second floor
BOARDROOM
COMPUTER STOR
T
SUPPLY
COMPUTER ROOM
W
TRAINING ROOM
CONF
KITCHEN / BREAKROOM
M
T
ELEC FILES
COPIER
COPIER
BUILDING ONE first floor Departmental Office Spaces
SUPPLY
BUILDING TWO first floor Net Square Feet
# Personnel
NSF / Person GSF / Person % Total (net)
Administration & Operations Marketing
380 SF
4
95 SF
Engineering
287 SF
3
95 SF
Controller / Accounting
586 SF
6
97 SF
Accounts Payable
168 SF
3
56 SF
Inventory / Cost
334 SF
6
55 SF
SOP / Pricing
224 SF
4
56 SF
49 SF
1
49 SF
210 SF
4
52 SF
2,238 SF
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IS Administration IS Operations IS Development
Treasury Service / Finance Credit Payroll Human Resources Vacant Total Support Spaces
Net Square Feet
Meeting
104 SF
Training
196 SF
Facility Support / Storage
842 SF
Building Support
970 SF
Exterior Walls Total
340 SF 2,452 SF
OCCUPANCY ANALYSIS SAMPLE building two, second floor
# Personnel
72 SF
3%
NSF / Person GSF / Person % Total (net)
Larry O’Dell Controller
AMARR ORGANIZATIONAL CHART Programming
Jackie Anthonis Accounting Manger
Evonne Stubbs Inventory Control Manager
Margaret Lane Project Manager / Systems Administrator
Richard Brenner President
Ginnie Green Executive Asst.
Greg Gilmer VP Sales / Operations
See Field Organizational Chart
Ray Zwack VP Devlopment
Teresa Lowry Marketing Manager
Rooks Garage Doors
Celeste Kimber Marketing Coordinator
Shawn O’Brien National VP Operations
Kaythryn Copeland Operations Expansion Specialist
Hosea Thibodeaux Senior Operations Specialist
Piedmont Garage Doors
Jeff Mick Chief Operating Officer
ony East Tony ions Engineering Applications Manger
Nan Robbins Marketing Event Planner & Project Specialist
Dwight Leonard IS Director
Shakerra Jones Mktg./Engineering Admin. Assist
Danny Joyner Product Engineer
Larry O’Dell Controller
Jackie Anthonis Accounting Manger
Donna Kiger Technical Coordinator
Evonne Stubbs Inventory Control Manager
Charles Hamilton Inventory Cost Analyst
Lisa Scales S.O.P. / Invoicing Analyst
Gini Hodges Accountant
Marty Caruthers Product Struc. Admin.
Kerri Jessup S.O.P. / Pricing Analyst
Anne Underwood Accounting Asst.
Elizabeth Culler Inventory Cost Analyst
Deborah Synder S.O.P. / Pricing Analyst
Ann Calloway A/P Manager
Sabrina O’Neal Inventory Cost Analyst
Lawrence Delbert Phlipot ot Tom Welshh
Alisa Owens Executive Asst.
Brenda Hester Technical Services Rep.
Tracy Copeland Sr. Accountant
Lyle Hicks HR Director
Gary Elkins Treasurer
Judy Wilson Treasury Service Mgr.
Margaret Lane Project Manager / Systems Administrator
Allen Unger Manager of Training
Shannon Brown Financial Administrative Asst. Steve Blair Network Systems Admin
Chris Store Technical Operations Manager
Brian Rasco Systems Support Tech.
Cathy Polk Software Development Manager
Stephanie Trail Systems Technician
Kay Kirby AS/400 Project Leader
Marty Jackson AS/400 Programmer Analyst
Brian Montgomery AS/400 Administrator
Matt Wiles Powerbuilder Project Leader
Carolyn Post Powerbuilder Programmer Analyst
Tracy Copeland Sr. Accountant
Charles Hamilton Inventory Cost Analyst
Lisa Scales S.O.P. / Invoicing Analyst
Gini Hodges Accountant
Marty Caruthers Product Struc. Admin.
Kerri Jessup S.O.P. / Pricing Analyst
Anne Underwood Accounting Asst.
Elizabeth Culler Inventory Cost Analyst
S Deborah Synder Pric Analyst S.O.P. / Pricing
Ann Calloway A/P Manager
Sabrina O’Neal Analys Inventory Cost Analyst
Tracie Hauser HR Field Specialist
Frances Frazier Credit Manager
Sue Albertson Payroll Manager
Gail Bennet HR Corp. Specialist
Charley Carte Receptionist / HR Secretary Gerry Hardee Asst. Credit Manager
Wanda Byers Credit Analyst
Gloria Gregg Credit Analyst
Brenda Money Credit Analyst
Karen Chapman Admin. Asst. Credit
Robin Little Admin. Asst. Credit
Carolyn Joyce A/R Cashier
Cheryl Glasier Credit A/R Coordinator
Terri Workman Payroll Assistant Chrystal Phipps HR Administrative Asst.
Becky Tesh Product Struc. Specialist Ivy Brouhard A/P Analyst
Wendy Brown A/P Analyst
Paula Wright Payroll Assistant
Tracy Benjamin Manager of Recruiting
Lewis Propst Mail Services Coordinator
PROGRAMMING
Amarr Garage Doors | 32,000 SF | Winston-Salem, NC
Project Headquarters staff growth for a rapid growth company “Test Fit” program to verify space requirement assumptions Utilize test fit to validate the projected footprint and size of the planned new building
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Upon completion of the CORPORATE SPACE INVENTORY (see previous pages) for this company, space programming for each group was conducted. Work-space and departmental support space needs were made for each group through interviews with departmental directors. Stated needs were verified and projections for growth were made with input from the VP over each department. Shared support spaces were conceived with input from Senior Management.
Finally, the approved program was used to “test fit” it to a hypothetical building footprint based on the overall gross square footage needs that had been projected in the numbers-based program. This allowed Management to see if the spatial relationships desired were feasible, and if the anticipated room for growth was allowed within the projected initial building size.
L A M B E R T A rc h i t ec t u re + I n t er i o r s • lam ber t ai . com
Administration + Operations Richard Brenner, Ginnie Green, Greg Gilmer, Ray Zwack, Jeff Mick, Alisa Tunstel, Shawn O’Brien
Marketing Teresa Lowry, Celeste Kimber, Nan Robbins, Brenda Hester, Shakerra Jones
Engineering Tony East, Danny Joyner, Shakerra Jones
IS Dwight Leonard, Donna Kiger
IS Teams Steve Blair, Chris Shore, Stephanie Trail, Brian Rascoe, Brian Montgomery
IS Teams Cathy Polk, Kay Kirby, Marty Jackson, Ma Wiles, Carolyn Post
Accounting Larry O’Dell, Jackie Anthonis, Tracy Copeland, Gini Hodges, Anne Underwood
Accounts Payable Ann Calloway, Ivy Brouhard, Wendy Brown
Inventory/Cost Evonne Stubbs, Charles Hamilton, Marty Caruthers, Elizabeth Culler, Sabrina O’Neal, Becky Tesh
Sales Order Processing/Pricing Margaret Lane, Lisa Scales, Kerri Jessup, Deborah Snyder
Finance
SECOND FLOOR CONCEPTUAL LAYOUT
Gary Elkins, Judy Wilson, Shannon Brown
Credit Frances Frazier, Gerry Hardee, Wanda Byers, Gloria Gregg, Brenda Money, Karen Chapman, Robin Li le, Carolyn Joyce, Cheryl Glasier
Payroll Sue Albertson, Terri Workman, Paula Wright
Human Resources Lyle Hicks, Allen Unger, Tracie Hauser, Gail Benne , Charley Carte, Chrystal Phipps, Tracy Benjamin, Lewis Propst
Core Areas
LEGEND Programmed Positions Programmed Growth V
Expansion
H
“Hotel” Workstation FIRST FLOOR CONCEPTUAL LAYOUT
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Programming PROGRAMMING
RMIC Oak Plaza Headquarters | 90,000 SF | Winston-Salem, NC Various growth scenarios based on historical growth rate as well as faster and slower growth rate options “Test Fit” program to verify space requirement assumptions Utilize test fit to validate the projected footprint and size of the planned new building
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A long-term lease “build-to-suit” option was a great solution for this fast-growing company. It allowed a custom design that anticipated continued growth over the term of their lease. Several “numbersbased” scenarios were developed based on historical growth rates, as well as faster and slower growth options. Upon review by company management, a target was set and the building footprint was established with the aid of test fits developed by LAMBERT.
For future flexibility, the building developer required a typical central core, but the site was able to accommodate a corner entry main lobby, enabling free flow of staff within the facility while maintaining perimeter security. Should accelerated growth occur, the site accommodated the possibility of a mirror image building linked through the existing main entry lobby.
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Personnel
Growth/Year
UPPER
ENTRY
LOWER
Programming
Six Locations into One from here
CHARLOTTE
200 Hawthorne Lane Administration
6 employees
1718 E. 4th Street 6 employees Organizational Behavior, Workforce Initiatives 1607 Elizabeth Avenue Medical Group
16 employees
1900 Randolph Road 54 employees Presbyterian Medical Group; Strategic Planning & Finance; Risk Management & Safety
277
1918 Randolph Road 43 employees Compensation & Benefits; Employment; Employee Relations; Novant Foundation; HR Administration 2034 Randolph Road Marketing
20 employees
to here
108 Providence Road Employees organized and consolidated
INVENTORY, PROGRAMMING + CONSOLIDATION Novant Health | 60,000 SF | Charlo e, NC
Consolidate a number of administrative functions spread out over 6 locations into one Transform users to an open office environment from predominantly private office environments Test open office workstations for flexibility and change, while giving privacy for job functions as required
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This growing healthcare organization had offices spread among six different buildings. The various departments had administrative support in common, but were disparate in actual departmental functions and access. The goal was to design a solution that was efficient while taking into account the various functions of each department and jobs within them.
and training center was located on the 2nd level, and required additional restrooms to serve that need. The hospital’s Foundation was also located on this level to give easy access to patrons, and allow their usage of the multipurpose rooms for their meetings and events.
Departments with high levels of public access such as Human Resources and Employee Relations were located on the First Floor with easy access from the lobby. A large meeting
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Workspace Standards
Axon View Option 1
Axon View Option 2
ew Option 1
w Option 2
Furniture Option 1 Typical
e Option 1 Typical
Furniture Option 2 Typical
Option 2 Typical
WORKSPACE STANDARDS
Novant Health | 60,000 SF | Charlo e, NC
Consolidate a number of administrative functions spread out over 6 locations into one Transform users to an open office environment from predominantly private office environments. Test open office workstations for flexibility and change while giving privacy for job functions as required
14
This growing healthcare organization had offices spread among six different buildings. Many of the offices were located in former clinical spaces, so the norm was private offices for all staff. Driven by the need for efficiency and consolidation, a purpose-built office facility was deployed. Development of the office space within it would not prove easy. Because of the nature of the business (healthcare) there was a perception amongst all staff that their job function required absolute confidentiality and thus a private office.
LAMBERT designed a number of options for open office environments and created 3-D images so management could get a good idea of the actual built forms. Once the options were narrowed, a prototype station was constructed for review. Sliding doors were included to foster the sense of privacy as well as facilitate “head down” work.
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Workspace Standards
SECTION
LOWE’S OFFICE STANDARDS IN USE
EMPLOYEE ASSOC. WORKSTATION
SUPERVISOR WORKSTATION
MANAGER OFFICE
DIRECTOR OFFICE
SR. DIRECTOR OFFICE
VICE PRES. OFFICE
SR. VICE PRES. OFFICE
OPTIONAL 36"
WORKSTATION
WORKSTATION
OFFICE
36"
OFFICE
POSSIBLE RECONFIGURATION OF WORKSPACES TO ACCOMMODATE DUTIES ASSIGNED TO PERSONNEL IN 4 BASIC SIZES INSTEAD OF 7
-WILL MORE EASILY ACCOMMODATE MOVES + CHANGES WITHIN THE COMPANY
OFFICES MAY ALSO BE USED AS COUNSELING ROOMS AND SMALL- TO MEDIUM-SIZED CONFERENCE ROOMS
-ALLOWS FOR “CUSTOMIZATION” OF WORKSPACE FOR INDIVIDUAL EMPLOYEE THROUGH VARIETY OF FURNITURE COMPONENTS
WORKSPACE STANDARDS
Lowe’s Companies, Inc. | 440,000 SF | Wilkesboro, NC
Studied job functions to allow narrowing the number of workspace sizes and types in use from 7 to 4 2 workstation sizes and 2 office sizes and layouts created; incorporated glass fronts on offices for greater openness and visibility. Offices can be used as offices or meeting rooms
16
The task for this home improvement retailer was to establish new workspace standards as part of the design for a new corporate headquarters facility. The client already employed open office systems, but wanted to use them to a greater degree for future growth and flexibility. Associates and Supervisors were assigned 8’x8’ workstations. The interiors could be configured in a variety of manners with various partition heights according to the job function. Configurations varied from completely enclosed to open teaming environments. Managers of two or more staff were transitioned from private offices to workstations. The footprint of 8’x13’
allowed them to occupy the same module as associate workstations and while providing room to the hallway for shared printers, files, etc. For Directors and VPs, four office sizes were reduced to two. Each of these offices could be used as an office or a conference room, depending on demand.
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Workspace Standards
WORKSPACE STANDARDS | STRATEGIC CORPORATE FACILITIES PLAN Amarr Garage Doors | 32,000 SF | Winston-Salem, NC PC Keyboard Tray
PROFESSIONAL STAFF / MANAGER / DIRECTOR WORKSTATION
15" ped Overhead storage
Function:
Size:
- Workspace for a senior level staff employee with two or more direct reports - Workspace for a professional level employee
Worksurface Task Chair Mobile table
- 8’ x 13’ = 104 NSF (Based on inside panel dimensions. Panels may vary in thickness from 1-1/2” - 3-1/2”)
File Cabinet Guest Chairs
Furniture:
- Arrangements vary based on job function - see alternatives below. Flexibility to add more workspace (surfaces) or storage based on need; guest chairs, etc.
Equipment:
- Larger size can accomodate a variety of equipment if needed; e.g., printer, fax, additional computer, etc. Also 3’ space at end provides space for departmental printers, mail station, filing, etc.
B
C
Worksurface 15" ped
A
D
E 18
F
G
3’-0”
13’-0”
8’-0”
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EXECUTIVE/VP OFFICE
15" ped Credenza Work Surface Overhead Storage
Function:
- Private office workspace for a department head director or manager with multiple direct reports - Frequent use of speakerphone or teleconferencing - Occasional to frequent in-office meetings with 2 to 3 other people
Size:
- 12’ x 16’ = 196 NSF
Furniture:
- Wide range of alternative arrangements as shown above - May be individual freestanding pieces or systems furniture - Plants & artwork
Equipment:
- Typical equipment would include 1 PC and 1 telephone - May also include additional PC’s, printer / fax - Dry erase board
Bridge Work Surface
PC Keyboard Tray Task Chair Desk Work Surface
File / Storage Guest Chairs
A
B
C
D
E
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Workspace Standards
WORKSPACE STANDARDS | STRATEGIC CORPORATE FACILITIES PLAN Amarr Garage Doors | 32,000 SF | Winston-Salem, NC
SUPERVISOR/ASSOCIATE/EMPLOYEE WORKSTATIONS Function:
- Typical workspace for a staff employee without any direct reports or with only one direct report
Size:
- 8’ x 8’ = 64 NSF (Based on inside panel dimensions. Panels may vary in thickness from 1-1/2” - 3-1/2”)
PC Keyboard Tray
15" ped Overhead storage Worksurface
Furniture:
- Arrangements vary based on job function - see alternatives below. Flexibility to add more workspace (surfaces) or storage based on need; guest chairs, etc.
Task Chair File / Storage cabinet or guest chair
A Worksurface
Equipment:
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- Typical equipment would include PC, telephone; can accomodate a variety of equipment if needed including an additional PC, printer / fax
15" ped
B
C
D
E
F
G
H
I
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Overhead Storage PC Credenza Work Surface Keyboard Tray 15" ped File / Storage
EXECUTIVE/VP OFFICE Function:
- Private office workspace for senior executive with responsibility for 1 department or multiple departments - Frequent use of speakerphone or teleconferencing - Occasional in-office meetings with 2 to 3 other people
Size:
- 16’ x 14’ = 224 NSF
Furniture:
- Wide range of alternative arrangements as shown above - May be individual freestanding pieces or systems furniture - Plants & artwork
Equipment:
- Typical equipment would include 1 PC and 1 telephone - May also include additional PC’s, printer / fax - Dry erase board
Table Task Chair
A
Bridge Work Surface Desk Work Surface Guest Chairs
B
C
D
E
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21
Growth Options
SECTION
GROWTH THRU WORKSPACE DENSIFICATION STUDY LAMBERT Architecture + Interiors | 30,000 SF
Study of alternative work environments, their application and effect for a typical corporate user Shi s in office type from a more enclosed to more open accounted for changes in style of work to more team-based work Studied options such as hoteling, and non-assigned workspaces.
22
Continually building on our knowledge base of the work environment, LAMBERT studied alternative work environments and styles and their effect on programmatic requirements. The early movement to a more open office environment was a simple translation of the office to a workstation. Experience from this mode has told us that more in the way of support spaces (meeting rooms, quiet rooms, etc.) is necessary for employees to work well. Trends such as an increase in team-based work have led to physical changes in the workplace as well. Dedicated collaboration spaces are the norm and o en
include technology for connecting with colleagues in far-flung locations via video and technology sharing. Other factors, such as non-permanently assigned workspace and accounting for typical occupancy rate, impact that number of seats required for staff. This study begins to quantify those trends in terms of headcount and assignable space and their impact on the bo om line.
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EXISTING CONDITIONS PLAN
BENCHMARK PLAN ......................30,000 SF 20% ENCLOSED | 80% OPEN Rent: Offices: Workstations:
$540,000 38 152
OPTION A ......................................30,000 SF 10% ENCLOSED | 90% OPEN Rent: Offices: Workstations:
$540,000 20 170
OPTION B ......................................30,000 SF 100% OPEN | 8X8 WORKSTATIONS Rent: Offices: Workstations:
$540,000 0 190
OPTION C .......................................27,078 SF 100% OPEN | 6X6 WORKSTATIONS Rent: Offices: Workstations:
$433,404 0 190
OPTION D .......................................22,544 SF 100% OPEN | “BENCHING” ENVIRONMENT Rent: Offices: Workstations:
$405,792 0 190
MARY
Growth Options
PARKING CODE REVIEW SUM EXISTING BUILDING
AREA
RATIO
1ST FLOOR OFFICE 1ST FLOOR FINANCIAL CENTER 2ND FLOOR OFFICE 3RD FLOOR OFFICE
20,885 SF 6,564 SF 27,293 SF 27,293 SF
1:300 1:225 1:300 1:300
SUBTOTAL
PARKING SPACES REQ. 70 30 91 91 282
82,035 SF
ADDITION - OPTION C
AREA
RATIO
1ST FLOOR OFFICE 2ND FLOOR OFFICE 3RD FLOOR OFFICE
6,291 SF 6,158 SF 6,158 SF
1:300 1:300 1:300
PARKING SPACES REQ. 21 21 21 63
SUBTOTAL 18,607 SF 100,642 SF TOTAL
345
HEADCOUNT SUMMARY
HEADCOUNT
EXISTING BUILDING
20 30 126 79
1ST FLOOR OFFICE (20 staff and 10 visitors) 1ST FLOOR FINANCIAL CENTER 2ND FLOOR OFFICE 3RD FLOOR OFFICE SUBTOTAL
255 HEADCOUNT
ADDITION - OPTION C
51 67 82
1ST FLOOR OFFICE 2ND FLOOR OFFICE 3RD FLOOR OFFICE SUBTOTAL TOTAL
EXISTING PARKING SPACES CES PROPOSED NEW PARKING SPA TOTAL
- OPTION C WESTBROOK PLAZA - SITE PLAN N-SALEM NC STO WIN E, DRIV OOK TBR WES 1 169
200 455
+/- 300 +/- 50 +/- 350
LAI PROJECT NO.: P12002 SCALE: NTS DATE: FEBRUARY 14, 2012
HEADQUARTERS GROWTH OPTIONS
Allegacy Federal Credit Union | 82,000 SF | Winston-Salem, NC
Studied utilization of space within the Headquarters of a Financial Services company Initial options sought to maximize the utilization of space within the existing facility. Additional option developed to look at possible expansion of the existing building Options for additional parking explored.
24
In order to facilitate future growth of this financial services company, LAMBERT studied options for growth both “internally and externally.”
elements such as additional egress stairs and restrooms. The best location for an expansion considered ongoing operations as well as site space available.
Internal growth was studied in two ways:
Both internal and external expansion schemes considered availability of parking and how much might be required in any scenario. Initial studies of currentlyowned property uncovered grade and environmental challenges, so a subsequent option was developed projecting acquisition of an adjacent parcel that was not currently owned by the company.
1) Maximization of the existing space through efficient space planning, and 2) Reexamination of workstation standards to see how many seats could be added through re-sizing of workstations. External growth was studied by looking at options to expand the existing building. First, a code analysis looked at the feasibility of a building expansion. Once those requirements were met, a conceptual plan was developed that included required
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EXISTING LAYOUT Existing Offices...................................... 18 Proposed New Offices ............................ 0 TOTAL ................................................... 18 Existing Workstations ........................... 61 Proposed New Workstations ................. 0 TOTAL ................................................... 61
PLAN WITH INCREASED DENSITY Existing Offices........................................8 Proposed New Offices ............................ 0 TOTAL ................................................... 18 Existing Workstations ........................... 19 Proposed Reworked or New 6x6 Workstations..........................79 TOTAL ...................................................97 NET ADDED HEADCOUNT .............. 36
PLAN WITH ADDITION Proposed New Toilet Rooms ...................2 Proposed New Conference Rooms..........2 Existing Offices...................................... 18 Proposed New Offices .............................3 TOTAL ................................................... 21 Existing Workstations ........................... 18 Proposed Reworked or New 6x6 Workstations........................ 122 TOTAL .................................................140 NET ADDED HEADCOUNT .............. 82
Option: 2C
SECTION
Construct Annex bldg.
Location: CSC-West (exist. Campus) § Good access to site from major hwy. § Wilkes staff remains consolidated § Good amenities in the area
Growth Options
Site Area:
49.17 acres
(tot. CSC-W site)
Parking: 2500 spaces needed § New bldg. would displaces 200(+/-) spaces § Would need to construct parking deck § Fully utilize spaces at West end of campus NEW 3-STORY ANNEX 135,000 SF BUILDING
Building Area:
135,000 GSF (Call Ctr.) 565,000 GSF (TOTAL)
Occupancy:
NEW VEHICULAR ENTRANCE SECURITY
PLANNED PERIMETER SECURITY FENCE
430,000 GSF (CSC-W)
DECK & BLDG COULD GIVE A UNIFIED FACE TO COMPLEX
30’ SEPARATION BETWEEN EXISTING AND NEW, TYPICAL
1560
Corp. (CSC-W)
1000
Call Ctr. (annex)
2560
TOTAL
Considerations: § Separation of Corp. and Call Center staff § Could still share facilities such as food serv. § Opportunity for new "face" on East & North § Disruption / inconvenience during construction § Need to build deck first to avoid parking shortfall during construction
MAINTAIN VEHICULAR ACCESS
300 CAR DECK
Costs: § § § §
Site Acquisition:
$0
Site Dev./Demo/Utilities: (1)
$750,000
Construction- Pkg. deck:(2)
$3,000,000
Construction- Building:(3)
$10,125,000
TOTAL
$13,875,000
(1) Guesstimate (1) NIC security fencing and new entry prev. planned (2) 300 cars at $10,000 / space (3) New tilt-up building; 3-story 45,000 s.f. / floor @ $75/SF
0
50 100
200
300 ARCHITECTURE + IN TERIO RS
CUSTOMER SERVICE CENTER GROWTH OPTIONS
Lowe’s Companies, Inc. | 125,000 to 225,000 SF | Wilkesboro, NC
Options studied included building additions on adjacent owned and nonowned property Acquisition and development of nearby vacant properties were explored as well Site requirements and “Orderof-Magnitude” costs were developed for each option
26
The previously developed project, a 440,000 SF facility was headed towards full occupancy, so forward-thinking Management wanted to look at opportunities for expansion. Option 1: Documented / analyzed existing facility Options 2 A-D: Explored expansion of existing facility on adjacent currentlyowned land and land owned by others.
Option 3 A-B: Explored expansion of an existing older facility on adjacent currently-owned land and land owned by others. Option 4 A: Explored acquisition and renovation of a former “big box” store nearby.
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Location:
1.0
Site Area:
Parking:
Bldg. Area:
Occupancy:
Costs:
Considerations:
(acres)
(# spaces)
(Gross SF)
(total # staff)
(Dollars)
(Primary issues / factors to consider)
49.17
1950
430,000
1750
NA
49.17
1950
430,000
1900
$400,000
49.17
1950
430,000
1560
$0
49.17
2500
565,000
2560
$13,875,000
68.45
2500
565,000
2600
$12,825,000
28.76
633 to 1032
225,000
700 (current)
NA
ยง What properties are available and at what cost?
ยง Coca-Cola property would likely be most useful to CSC-E
Existing CSC-W Call Center ยง Analysis of existing facility
Option: 2A
ยง Call Center within existing bldg; incompatible cultures"
Expand in exist. CSC-West ยง Expand Call Center in current location
Option: 2B
ยง Ignores where Call Center goes
ยง Unified Wilkes Campus; unified "face" on facility ยง Bldg. separation could eliminate "culture conflict"
ยง Enables unified Wilkes Campus; share common facilities
CSC-West: Stand-alone new building ยง Add site & bldg. area to CSC-W
3
ยง Corp. staff accommodated thru 2010+
CSC-West: Construct Annex bldg. ยง Add to CSC-West campus on site
Option: 2D
ยง Problems accommodating Corp. staff thru '08 and after
CSC-West Corp. staff only ยง Use CSC west for Corp. staff only
Option: 2C
ยง Analysis of existing utilization only
ยง May still have some "culture conflict" due to proximity
CSC-East Property Ownership ยง Who owns what around CSC-East
not fully occupied
3.0 CSC-East Parking ยง How many spaces are available
Option: 3A
225,000
TBD
NA
28.76
1100 (approx.)
140,224
1002
$8,887,500
(Call Ctr. Only)
(Call Ctr. Only)
137,471
982
(Call Ctr. Only)
(Call Ctr. Only)
175,000
1296
ยง Requires Lowe's to continue to own/operate CSC-E ยง Uses only Lowe's owned property
ยง Requires Lowe's to continue to own/operate CSC-E
CSC-East (Bldgs. 1,2,3,4) ยง Use only Bldgs. 1,2,3,4
Option: 4A
possible +800
CSC-East (Ground level) ยง Use ground level of Bldgs 1,2,3,4,5
Option: 3B
TBD
32.96
1230
ยง Projects acquisition/use of Coca-Cola for parking
$9,920,000
ยง Property is relatively close to CSC-W; good location
Former Kmart ยง Purchase and convert former Kmart on 421
24.70
1000
ยง Separation from Corp. staff at CSC-W
$14,900,000
s, land acquistion, site development costs, etc. Important Note: At this point in study, costs listed are "Order of Magnitude" costs only and may vary up or down +/- 25% depending on exact specifications, provisions,
Table of Contents & Executive Summary ARCHITECTURE + IN TERIO RS
Option: 2D
3 CSC-E:
Stand-alone new building
Location: CSC-West ยง Lovette/Gambill & Other Property to West ยง Only about 10 acres to East of creek is
ADDTIONAL SURFACE PARKING
readily useable for building / parking
Site Area: APPROXIMATELY 2 ACRES NEEDED OF GAMBILL TRACT
150โ
49.17 acres
(CSC-W site)
19.28 acres
(Lovette et. al.)
68.45 acres
TOTAL
Tax Value:
$850,000
(Lovette/Gambill)
4
Parking: 2500 spaces (total site) ยง Would require development of about 500
300โ
GAMBILL TRACT 8.47 ACRES (PORTION WEST OF CREEK ESENTIALLY UNUSEABLE)
Property Ownership
3-story; 135,000 SF new "tilt -up" bldg.
LOVETTE TRACT 10.81 ACRES
ยง Pkg. at exist. West end is underutilized EXISTING CSC-WEST CAMPUS
Building Area:
430,000 GSF (CSC-W)
Lowe's
7.45
$11,217,060
Lowe's
4.40
$611,340
Lowe's
6.53
Lowe's Lowe's
6.09 4.29
$171,600
Total Lowe's
28.76
$12,910,750
2
Johnston Casuals
3.80
$708,800
3
NW Services
2.20
$322,120
4
Coca-Cola
4.20
$968,450
5
Nancy King Textile
3.90
$799,950
6
Charles G. Richardson
0.23
$56,710
7
Peggy Pearson Faw
0.81
$106,360
8
Gardner Glass Products
3.58
$1,070,600
9
Green Bros. Furniture Co.
5.63
$583,660
Acres
Tax Value
$195,900 $714,850
2 1E
565,000 GSF (TOTAL)
Occupancy:
1A 1B 1C 1D 1E 1
1D
135,000 GSF (Call Ctr.)
ADDTIONAL SURFACE PARKING
Owner
3
additional surface parking spaces
NEW 3-STORY 135,000 SF โ TILT-UPโ BLDG
#
1600 Corp. (CSC-W) 1000 Call Ctr. (annex) 2600 TOTAL
Considerations: ยง Maintain single Wilkes campus but separates
1A
cultures of Corp. staff and Call Center
1B
1C
Costs: ยง Site Acquisition (1): ยง Site Develop. / Demo (2): ยง Construction (3)
$1,700,000 $1,000,000 $10,125,000
TOTAL
$12,825,000
6
(1) Assumes purchase price 2X tax value (2) Grading and paving (3) New tilt-up building; 3-story 45,000 s.f. / floor @ $75/SF
9
0
50 100
200
8
2.0
300
7
3
5 0
50
100
200
300
ARCHITECTURE + IN TERIO RS
ARCHITECTURE + IN TERIO RS
Option:4A
3.0:
Former Kmart
Location: South of Hwy 421 ยง Close to CSC-West ยง Good amenities in area Site Area: 24.70 acres Parking: 1000 (+/-)spaces (total site) ยง Existing 842 spaces front and side; add. 150 (+/-) spaces can be developed on former service area to rear of bldg.
Building Area:
175,000 GSF
EXPANSION 2
Occupancy: 1296 staff ยง Based on utilization of 135 GSF / call center
SHAVER STREET
employee. Would need to higher than current due to need for support spaces
EAST
Considerations: ยง Provides separation of Call Center &
BLDG 3/4
Corporate staff; yet facilities still close
ยง Close to 421 amenities ยง Can facility be acquired for reasonable cost? Costs: ยง Site Acquisition (1) ยง Site Develop. / Demo (2) ยง Construction (3) TOTAL
$100,000
50
100
200
300
WHITE PINE
10,500,000
4A
ARCHITECTURE + IN TERIO RS
# Cars:
TV Studio
103
White Pine Data Center Misc. Front East Bldg. 3/4 Shaver St.
124 156 24 187 73 193 172
Notes: WCC utilizes facility & parking WCC utilizes for truck driver training
remote
Grand Total
1032
minus TV studio
929
minus TV & White Pine
805
minus TV, White Pine & Shaver Street lots
633
Expansion alternatives: FRONT 1. Existing Lowe's owned land North Size: 6.53 acres # cars: 600-800 assuming 80% useable Tax Value: $195,900 (already Lowe's owned) ? 100 feet of grade change across Notes: site; costly to develop ? Remotely located
$4,300,000
$14,900,000
(1) Property sold 10/7/04 for $3,300,000; assumes assumes 15% net gain / year for '04'-05; '05'-'06 (2) Minimal site improvements (3) Assumes full demo / upfit of interior including new MEP systems at $60 / s.f. and addition of some exterior windows; faรงade improvments
0
CSC-East Parking analysis
Lot:
DATA CENTER
EXPANSION 1
2. Coca-Cola Property to East Size: 4.20 acres # cars: 300-400 assuming 60% useable Tax Value: $968,450 (Coca-Cola owned) ? Property is vacant Notes: ? Very little grade change ? Well located; would have to build pedestrian bridges across creek
TV STUDIO MISC
0
50
100
200
300
3.0
ARCHITECTURE + IN TERIO RS
Growth Options DATA CENTER GROWTH OPTIONS
Client Withheld / 110,000 SF / Central North Carolina
$55 Million greenfield Tier III+ data center 150 wa s / SF available on raised floor; Utility N+1; Generator N+1; UPS 3N/2 Planned to be constructed in two major phases each with Two – 10,000 SF Data Halls for a total of 40,000 SF of “White Space” 6.0 Megawa s at final build-out
28
An extensive study for a new data center was performed for a Fortune 500 health sciences corporation to support their worldwide laboratory network. Two options were studied for a “Greenfield” or new ground-up facility.
Alternative approaches were developed for provision of cooling – one of the highest costs – to determine the payback period for a more efficient (but initially, more expensive system).
The study started at the most basic level, evaluating the proposed location for hazards – natural and man-made. Extensive electrical, mechanical, fire protection and information technology specifications were developed to provide an integrated approach to infrastructure redundancy.
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PHASE 1
FUTURE
AIR COOLED CHILLERS
AIR COOLED CHILLERS
FUEL TANKS
THERMAL STORAGE TANKS
OFFICE
OFFICE
THERMAL STORAGE TANKS
DOCK
DO DOCK OC CK
FAC. WKSHP
WKS WKSHP WKS KSHP
AHU PLUMBING/ FIRE PROT.
C
PLUMBING/ FIRE PROT.
TOILET
TOIL TOILET OI
FRONT
EF B
UPS-A1-3
UODS-A1
STORAGE S TORAG TO RA AG
13' DOOR
USC-A1 UPS-A1-2 FRONT FRONT
UPS-A1-1
STORAGE STA ST STAGING S TA AG
MDA AIR HANDLING UNITS #2
STAGING BATT STRING DISC
BATT STRING DISC
BATT MONS
AIR A IR R HA H HANDLING AN ND DLIN NG U NG UNITS NIT TS #4 #4
UPM BATT DISC
UPM BATT DISC
UPM BATT DISC
EYE WASH
BATT STRING DISC
BATT MONS
GENERATORS
TEST LAB
BATT MONS
B
Future (D3/D4)
DATA ROOM #2
EYE WASH
COMMAND CENTER
GENERATORS
DATA ROOM #1
AHU
AHU AHU
FUEL TANKS CONF.
A
AIR HANDLING UNITS #1 WOMEN
MDA
JAN
MEN GPSC PARALLELING CONTROLLER FRONT
MDP-A5 FRONT
EF A
TAPE
T-RPA4 RPA4
GPS
OUTSIDE AIR
RPB4
PHASE 1
MDP-B5 T-RPB4
FUTURE
BREAK GWLBS TRANSFORMER FRONT FRONT
HELP DESK
SECURITY
VEST.
LOBBY
OPTION 1 (above) DAY 1 UPFIT
DAY 2 SHELL
DAY 3/4 FUTURE
10000
10000
20000
DAY 1 UPFIT
DAY 2 SHELL
DAY 3/4 FUTURE
10725
7910
18540
DATA HALL
MECHANICAL
OPTION 2 (below) PHASE 1
FUTURE
DATA HALL DECISION MATRIX FUEL TANKS
SYSTEM DESCRIPTION
DESIGN CRITERIA
DAY-ONE
DAY-TWO
FINAL BUILD OUT
White Space
10,000 sf
20,000 sf
40,000 sf
IT Load Density
150 w/sf
150 w/sf
150 w/sf
1.5 MW
3.0 MW
6.0 MW
(5,115,000 BTUH)
(10,230,000 BTUH)
(20,460,000 BTUH)
SUBSTATION (TRANSFORMERS)
FUEL TANKS
SUBSTATION (TRANSFORMERS)
MS-A 13' DOOR
MISC POWER A
Total IT Loads
STATION BATTERY
MS-A 13' DOOR
MISC POWER A
GENERATORS
Mechanical Load IT
430 tons
860 tons
1720 tons
Mechanical Load with IT and Facility
600-700 tons
1200-1400 tons
2400-2800 tons
STATION BATTERY
MAIN. STOR. GENERATORS
DOCK EF A AHU OFFICE
Mechanical (option 1) N+1
3@350 tons
5@350 tons
9@350 tons
N+20%
(3) 700 GPM pumps
(5) 700 GPM pumps
(9) 700 GPM pumps
AHU (100% OA)
N+20%
(6) 52,000 CFM units
(12) 52,000 CFM units
(24) 52,000 CFM units
Thermal Storage
20 minutes
1@25,000 Gal. each
2@25,000 Gal. each
4@25,000 Gal. each
Chiller (air-cooled)
STOR
A
FAC. WKSHP
C
FRONT
UPS-A1-3
UODS-A1
USC-A1
UODS-A1 UODS-A A1 1
USC-A1
Future
UPS-A1-2 FRONT
Pumps
FRONT
UPS-A1-1
TAPE TEST LAB
OFFICE
COMMAND CENTER
Mechanical (option 2) Chiller
N+1
2@700 tons (EA)
3@700 tons (EA)
5@700 tons (EA)
Pumps (CHW)
N+1
(2) 1400 GPM pumps
(3) 1400 GPM pumps
(5) 1400 GPM pumps
Cooling Towers
N+1
2@750 tons (EA)
3@750 tons (EA)
5@600 tons (EA)
Pumps (CW)
N+1
(2) 2100 GPM pumps
(3) 2100 GPM pumps
(5) 2100 GPM pumps
CRAH (recirc
N+20%
(14) 50 Nom. ton units
(28) 50 Nom. ton units
(56) 50 Nom. ton units
Thermal Storage
20 min.
1@25,000 Gal. each
2@25,000 Gal. each
4@25,000 Gal. each
CRAH UNITS 1A
CRAH UNITS 2A
CRAH C CRA R RA AH U UNITS N NIT ITS 3A 3A
DATA ROOM #1
OTHER STOR.
DATA ROOM #2
WOMEN JAN.
CONF. MDA MEN
EF B
CRAH UNITS 1B
CRAH UNITS 2B
LOBBY
MAINT OFFICE
EXP CHWP
CHWP
AS
CHWP
STORAGE
VESTIBULE
CH-1
SECURITY
B
W E
CH-3
CONDENSER WATER FILTRATION QUALITY & CHEM STOR
AHU
N
CH-2
PLUMBING/ FIRE PROT.
PLUMBING/ M FIRE PROT.
THERMAL STORAGE TANKS
CWP-3
S
CT-3
COOLING TOWERS
PHASE 1
CRAH C R RAH A AH HU UNITS NIT TS 4A 4A
(D3/D4)
MDA
CWP-2
CWP-1
CT-2
CT-1
COOLING TOWERS
FUTURE
THERMAL STORAGE TANKS
Growth Options DATA CENTER GROWTH OPTIONS
Confidential Health Sciences Client 17,000 SF (Backup Center - Central NC) + 10,000 SF (Primary Center – Eastern NC)
Expansion of both the primary and backup data centers for a Fortune 500 health sciences corporation Masterplan for execution: Backup expansion first; Primary Center expansion followed Significant building and site modifications required
30
This expansion of both the Primary and Backup data centers for this health sciences company was conceived as a multi-year Masterplan. Expansion of the backup data center first allowed a lower risk factor overall because it was a secondary facility. Once that expansion was complete, it allowed “live work” to be shi ed from the primary center as needed to facilitate that expansion.
Significant site and building challenges were encountered in both locations. The backup location was in a single story building, but required reinforcement of the roof structure and removal of existing skylight “roof monitors.” Both locations had extensive site modifications. The Primary Center was located at grade level but active laboratory space was located above and had to remain operational 24/7/365.
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