Stanford School of Medicine

Stanford University School of Medicine Clinical Excellence Center

Case Study

LOCATION Stanford, CA | DATES July 2015 – January 2016 | SIZE

180,000 GSF

Essentia

Essential

326

Individual, private workspace

15

Somewhat Important

Somew

Somewhat Unimportant

Unnece

Formal meeting space

325

11

Small group learning/collaborative space

324

10

Access to private space when needed

12

Unnecessary

82

321

252

Informal interaction space

102

234

Purely social space, e.g. a faculty lounge

135

150

198

Touch down or hoteling space 100

Somew

50

0

50

100

150

200

250

300

RESPONSES

A high performance center to advance medical education and research TYPE Healthcare SERVICES Vision Development Workplace Programming Program Specifications Stakeholder Engagement Scenario Modeling

CHALLENGE | Develop a vision and building program for workplace that supports the demanding schedules of medical school faculty who are also practicing physicians and clinical researchers.

CONTEXT | Owing to the high construction costs of medical facilities, new hospitals are electing to locate non-essential functions offsite. The new Stanford Hospital, slated to open in 2019, allocated minimal space for offices. Stanford Medicine planned for construction of the Clinical Excellence Center to respond to the needs of 400 faculty members and 340 staff.

Š 2017 MKThink

350

APPROACH | The site selected for the new Clinical Excellence Center is 10 minutes by foot from the new hospital. Given faculty members’ demanding schedules, they objected to the location of the building and were skeptical of how well it would serve their needs.

CHLOÉ LAUER Lead Strategist, MKThink Chloé contributed to the project from the initial interview pitch through the completion of the visioning and programming study. She managed day-to-day client communications, internal team production, and the faculty engagement process.

The project team faced the challenge of developing a vision compelling enough to win faculty buy-in. The team conducted a 6-month stakeholder engagement process that included interviews, surveys, tours of other facilities, and participatory design workshops.

FINDINGS | Insights uncovered from stakeholder engagement established key design criteria.

• Individual Private Space for research, paperwork, and confidential patient consultations • Collaborative Space to work with colleagues within and outside their departments • Access to Nature to promote a healthful environment • Amenities to address personal needs: day care, bike parking, cafe, wellness/fitness center, nap rooms, showers • Emphasis on Well Being to recharge in a comfortable but productive environment

NIRAJ DANGORIA

Associate Dean, Facilities, Planning & Management, Stanford School of Medicine

90 80 % TIME SPENT IN OFFICE

Nirja leads the development of the CEC. An experienced manager of complex facilities he recently served as president of the Society for College and University Planning (SCUP).

100

70

POWER USERS

TYPICAL USERS

LIGHT USERS

15%

55%

30%

72%

(>30 hrs)

60 50 40

35%

(~18 hrs in office)

30 20

100

90

70

60

50

40

30

20

10

(6 hrs in office)

80

12%

10

% SURVEY RESPONDENTS Faculty user profiles were developed from survey results to inform space allocation.

Stanford University School of Medicine: Clinical Excellence Center

© 2017 MKThink

LIVE SUPPORT Service-oriented staff available via chat, text, email, phone, and in-person during operating hours

TECHNOLOGY Help desk and “library” of tools to check out

CONCIERGE What you need, when you need it

DELIVERY Enhanced through technology Send & receive packages, have food delivered, drop off and pick up dry cleaning -- all with ease

SCHEDULING Technology and live-support, access to all shared spaces,

STRATEGY | Informed by findings from the stakeholder engagement process, MKThink developed a vision centered around a service-oriented concierge model. The emphasis on service was designed to offer faculty time-saving resources to enhance their professional performance and improve their personal well being.

The theme of rejuvenation defined the environment for a workplace that recharged intellectual, collegial and physical needs in a technologically advanced and healthful environment. Success of the vision is to be measured by the workplace user experience as defined by user satisfaction, workplace effectiveness and improved well being.

Stanford University School of Medicine: Clinical Excellence Center

© 2017 MKThink

SPACE BLOCKS (ASF) 25' 10'

10'

8'

5'

8' 12'

12'

10'

Private office (120 SF)

Private office (80 SF)

2 person shared office (120 SF)

20'

15'

20'

12'

6 person shared office (240 SF)

8'

Open workstation (64 SF)

Phone booth (40 SF)

18'

15'

12'

8'

Conference room (S) (180 SF)

Conference room (M) (300 SF)

Conference room (L) (450 SF)

FURNITURE

SPACE TYPES

10'

Private office (80 SF)

10'

10'

8'

12'

12'

Private office (120 SF)

2 person shared office (120 SF)

20'

12'

6 person shared office (240 SF)

Design specifications included a “kit of parts” to enable departments to allocate

RESULTS | MKThink translated the vision into an utilization model that defines 5 different user activity zones to correspond with expressed faculty needs. The flexibility of the model and its accompanying kit of parts enables the 10 departments that will occupy the center to easily customize their allocated space. Equally, the model accommodates changing user needs over time. The utilization model will guide the subsequent professional A/E services team in implementing the design layout.

Stanford University School of Medicine: Clinical Excellence Center

© 2017 MKThink

USER ACTIVITY ZONES Zone 0 Services and amenities shared by occupants, which serve as a central connector throughout the building.

2

2

1

3

4

Zones 1 Departmental hub to house administrators and directors.

3

3

Zone 0

1

ZONE 4

1

4

4

Zones 2 Workspace reserved for power-users—clinical faculty who log the most time at CEC.

Zone 3 Co-departmental collaborative flex space assigned as needs ebb and flow.

4 3

1

2

Zone 4 Non-department specific flex space between shared services and department zones.

2

ZONE 1

ZONE 2

DEPARTMENT HUB (ZONE 1)

ZONE 3

ADDITIONAL SPACE

Clinical Faculty Office - Private (80 ASF)

Faculty Chair Office (120 ASF)

Informal Collaboration Space (150 ASF)

Clinical Faculty Office - Shared 2 People (120 ASF)

Faculty Senior Leadership Office (120 ASF)

Bonus Space (527 ASF)

Clinical Faculty Office - Shared 6 People (240 ASF)

Staff Management Office (80 ASF)

Fellows/Residents Touchdown Space (600 ASF)

Staff Workstation (64 ASF)

Staff/Researcher Workstation (64 ASF)

Reception (200 ASF) Medium Conference Room (300 ASF) Storage (160 ASF)

The utilization model translates into layouts with space allocations to customize to each department’s needs.

Stanford University School of Medicine: Clinical Excellence Center

© 2017 MKThink

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