WO RK PLA CE
WORKPLACE
TOOLKIT
CAPITAL ONE MOBILE WORK ZONES
TABLE OF CONTENTS 1
DESIGN DRIVEN. PEOPLE FOCUSED. WHY WE PREPARED THIS TOOLKIT WHAT ISSUES OUR CLIENTS ARE STRUGGLING WITH HOW TO USE THIS TOOLKIT
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INTRODUCTION 2 3 5-6 8
STAFF QUESTIONNAIRES EMPLOYEE SURVEY & ANALYSIS PROGRAM BENCHMARKING VISION SESSION COMFORT & OPERATIONS SURVEY OCCUPANCY STUDY THREE-DIMENSIONAL RENDERINGS
CASE STUDIES EFFICIENCY
11-16
COLLABORATION
17-22
MOBILITY
23-28
OUTREACH
29-36
BRANDING
37-44
RECRUITMENT & RETENTION
45-46
ENHANCING CULTURE
47-52
CHANGE MANAGEMENT
53-58
RESTACKING
59-62
RENOVATION IN PLACE
63-68
SUSTAINABILITY
69-74
WELLNESS
75-80
UNITED EDUCATORS HEART RHYTHM SOCIETY CAPITAL ONE DIGITAL LAB NATIONAL RESTAURANT ASSOCIATION AMERICAN GAMING ASSOCIATION BOOZ ALLEN HAMILTON INNOVATION CENTER THE RABEN GROUP
NATIONAL TRUST FOR HISTORIC PRESERVATION WINROCK INTERNATIONAL UNITED WAY WORLDWIDE
NATIONAL PARKS CONSERVATION ASSOCIATION THE ENDOCRINE SOCIETY
TOOLS
4
HIGHLIGHTS TRACK YOUR PROJECT
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83-86 87-88 89-90 91 92 93-94 95 96
101-104
OUR TEAM WHO WE ARE OUR LEADERSHIP HOW WE COMMUNICATE INTERNALLY
106 107 108
IN TRO DUC TION
INTRODUCTION
OTJ ARCHITECTS
DESIGN DRIVEN. PEOPLE FOCUSED. We are workplace designers who focus on you – your goals and your opportunities – to create a unique vision of your future work environment. The workplace is evolving constantly, and more importantly, so are the people who occupy it. We develop our design solutions with the people who will use them, resulting in unique spaces that will adapt and grow with you. Our approach is rooted in the belief that design is a tool to improve people’s lives: good design strengthens workplace culture, communicates brand and improves wellness. Our goal is to constantly challenge ourselves to design better, smarter workplaces that allow people to work strategically, flexibly and with a better quality of life.
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OTJ ARCHITECTS
INTRODUCTION
WHY WE PREPARED THIS TOOLKIT OTJ Architects is one of the leading interior architecture firms in the Washington, DC area, working with organizations throughout the United States. We work with over 400 organizations a year, assessing their needs, advising on real estate decisions and designing high performing workplaces. Each organization has their own set of problems that need to be solved through the design of their office space. Our experience has proven that while each client is unique, there are similarities in the issues they all face. OTJ Architects has prepared this toolkit as a guide for you and your organization to use as a first step in the preparation for designing your workplace. Through this toolkit, OTJ Architects will define common trends in workplace design and will present case studies that illustrate these trends and how we worked with our clients in the design of their workplace.
SPECTRUM SCIENCE OPEN WORK AREA
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OTJ ARCHITECTS
INTRODUCTION
OTJ ARCHITECTS
INTRODUCTION
WHAT ISSUES OUR CLIENTS ARE STRUGGLING WITH
PLANNING FOR RATE OF CHANGE OTJ Architects works with organizations at different times in their growth and development. The challenges of working with a start-up tech firm or a wellestablished non-profit organization are very unique. Assessing organizational changes like growth or contraction, reacting to a change of leadership which leads to a change in vision, or simply adjusting to the changing work force are all issues organizations face at some point. Developing and implementing workplace strategies that respond to these changes and look forward to future changes is a part of the success of any organization.
JUSTIFYING REAL ESTATE COSTS
At OTJ Architects, we work with over 400 clients a year, each with their own specific attributes and challenges. While each client is unique and creates a unique project, the commonalities boil down to a few issues that most organizations face when assessing their workplace needs.
RATE OF CHANGE
It’s hard for an organization’s leadership to look at its current space and see work spaces being under-utilized, whether it’s offices that are empty 60% of the time because staff travel, work off-site or staff meetings. Organizations also look for office space that is under-utilized due to a transition away from a reliance on paper. Repurposing under-utilized spaces and exploring new standards that address how people really work are critical to reducing an organization’s real estate costs.
IMPLEMENTING NEW TECHNOLOGY The rapid evolution of mobility and its impact on the workforce is drastic. With mobility, staff spend less time in offices and work spaces and more time in social and collaborative settings or focused work areas. In order to respond to the way technology has impacted our work life, we design for non-dedicated work spaces focusing on collaborative areas to engage staff when they are in the office.
REAL ESTATE COSTS IMPLEMENTING NEW TECHNOLOGY RENEW OR RELOCATE?
RENEW OR RELOCATE? As issues above are addressed, the question then is to renovate or relocate by assessing the impact of the disruption of a move versus that of an in-place renovation and their associated costs.
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INTRODUCTION
OTJ ARCHITECTS
HOW TO USE THIS TOOLKIT The first step of the design process is to identify the issues and goals of the project.The programming phase is about understanding the critical nature of an organization’s work and how it is enhanced by its staff. This up-front information gathering helps define how a space can improve an organization’s workplace.The information is often gathered through staff and departmental interviews, surveys and focus groups.To determine how employees use the space and their needs moving forward, we ask our clients about the ideal day when they are being most effective and productive. What are the tools, technologies and spaces being used and what are the kinds of spaces that are needed? This toolkit is a primer for the programming process, representing trends in workplace design and alternative strategies for addressing an organization’s use of space. ACCOUNTABLE HEALTH OFFICE CORRIDOR
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CA SE STU DIES
OTJ ARCHITECTS
CASE STUDIES
HOW WE SOLVE PROBLEMS These case studies explore the following approaches we often use to help solve problems for our clients.
EFFICIENCY
ENHANCING CULTURE
COLLABORATION
CHANGE MANAGEMENT
MOBILITY
RESTACKING
OUTREACH
RENOVATION IN PLACE
BRANDING
SUSTAINABILITY
RECRUITMENT & RETENTION
WELLNESS
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OTJ ARCHITECTS
CASE STUDIES
OTJ ARCHITECTS
CASE STUDIES
EFFICIENCY
United Educators
Bethesda, Maryland
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United Educators was anticipating significant growth that its current office space would not be able to accommodate and there was no additional space available to the organization in its current building. OTJ was challenged to design a new office space that could accommodate growth over a projected five years while helping to reduce real estate costs by creating a more efficient and flexible space.
OTJ looked at how United Educators’ staff worked and balanced their needs for privacy and collaborative space. OTJ implemented standards of 140 and 70 square foot offices and 36 square foot workstations to accommodate staff counts. The savings in the staff workplaces was translated in both collaborative spaces and reduction in the square footage per staff.
“Thank you all so much for making this an enjoyable experience for us and creating a space that is breath-taking. It was so much fun to watch staff come in and end up speechless after the Wow!” - Associate Vice President, Human Resources of United Educators
United Educators has a ratio of 180 SF per person.
MEETING ROOM
180 SF OFFICE
140 SF OFFICE
70 SF OFFICE
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UNITED EDUCATORS 70 SF OFFICES & 36 SF WORKSTATIONS
UNITED EDUCATORS COLLABORATIVE PANTRY
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CASE STUDIES
COLLABORATION
OTJ ARCHITECTS
CASE STUDIES
Workstations from Allsteel were designed with panel heights of 42” of solid surfaces and an additional 12” of frosted glass to retain privacy for the person while seated but still allowing light to penetrate deep into the space.
Heart Rhythm Society
Washington, DC
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Heart Rhythm Society (HRS) already occupied a predominantly “open” environment with 80% of staff in workstations and executive staff in offices. The workstations were isolated from each other by high walls and the current space did not provide staff opportunities to meet and collaborate on both a formal and informal basis.
Working with a committee comprised of six staff from HRS, OTJ established a new standard for workstations where panel heights between workstations provided privacy for staff while promoting more of a sense of connection and collaboration. Additionally, flex areas were incorporated into the design, which would be used as both open and enclosed collaborative spaces and could be transformed in the future into work spaces without the need for disruptive construction.
Open collaborative areas were introduced into the design providing different types of settings from soft, comfortable seating to standup areas where staff could work individually or collaboratively.
White noise systems were designed to help with minimizing sound disruption.
FORMAL MEETING
INFORMAL MEETING
OFFICE
STORAGE/LAN/COPY
“Working with OTJ to create a design based on changing the organization’s culture was rewarding and ultimately successful. The environment is conducive to staff interaction. The open space fosters enhanced communication among staff members and people have a sense of accountability in maintaining the new culture.Vendors and volunteers are pleased with the flexibility of the new design, which accommodates business meetings, dinners, and group facilitation meetings. The overall design continues to play an integral part in moving the staff team and the organization forward. “ - Chief Executive Officer, Heart Rhythm Society
ENTRY & CONFERENCE
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HEART RHYTHM SOCIETY INFORMAL MEETING ZONE
HEART RHYTHM SOCIETY COLLABORATIVE PANTRY & TOUCHDOWN STATIONS
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CASE STUDIES
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CASE STUDIES
MOBILITY
Capital One Digital Lab
McLean,Virginia
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Capital One’s design intent was to provide as much built-in flexibility as possible. The tech-savvy staff desired a flexible and functional environment that blurs the line between work and play. OTJ integrated collaborative zones throughout the open work space such as scrum gathering areas, video conference rooms, collaborative “pods” and pin-up areas that allowed staff to constantly change their work setting. Staff could transition from quiet zones where they worked individually and in a focused manner, to “energized” collaborative areas for creative team work. The design and furniture and integrated technology infrastructure supported this flexibility with light weight, easily mobile pieces that allowed staff to adjust their work setting and be readily digitally connected and integrated. “The entire Capital One Digital organization was simply blown away by how unique, innovating and inspiring of a space you’ve created. I couldn’t even count the number of times I heard the words ‘amazing’ and ‘incredible,’ and simply put - that is because of all your great work. - Brand Manager, Capital One Digital
Capital One has reported that colleague interaction and job productivity has significantly increased with this design approach.
FORMAL MEETING ZONE
INFORMAL MEETING ZONE
QUIET ZONES
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CAPITAL ONE DIGITAL LAB SOCIAL MEDIA LAB
CAPITAL ONE DIGITAL LAB GREEN WALL, STUDIO & STAND UP DESK
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CASE STUDIES
CASE STUDIES
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OUTREACH
National Restaurant Association
Washington, DC
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National Restaurant Association (NRA) represents more than 380,000 businesses and strives to help each member build customer loyalty, find financial success, and provide careers in the food service industry. NRA’s executive committee had a vision for a space that would allow opportunities for bringing its membership together and to promote the industry. TO GATHER IDEAS FOR THE EVENT SPACE DESIGN, OTJ SKETCHED THEMATIC EXPERIENCES OF RESTAURANTS
In order to provide members and visitors with a welcoming, inviting environment that reflects NRA’s spirit and hospitality, OTJ’s design places special emphasis on the reception area color scheme, furniture and artwork. A monumental stair carries visitors up to a state-of-the-art conferencing facility that houses a kitchen studio where famous chefs visit to perform cooking demonstrations. The event space also links to an outdoor roof deck that provides an opportunity to host events of up to 500 people.
NRA’s studio kitchen and event space has hosted dinner parties, yoga classes, wine tastings and chef demonstrations that are live-streamed to their members.
AS A PROGRAMMING EXERCISE, OTJ EXPLORED SPATIAL USE FOR THE CONNECTION OF OFFICE AND EVENT SPACE.
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NATIONAL RESTAURANT ASSOCIATION RECEPTION & INTERCONNECTING STAIR
NATIONAL RESTAURANT ASSOCIATION STATE-OF-THE-ART KITCHEN & EVENT SPACE
NATIONAL RESTAURANT ASSOCIATION STATE-OF-THE-ART KITCHEN, EVENT SPACE & ROOF DECK
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CASE STUDIES
BRANDING
American Gaming Association
Washington, DC
?
American Gaming Association’s new CEO had a vision for a bright and contemporary office space that would showcase the gaming industry as much as possible while providing a setting where staff can be productive.
OTJ incorporated gaming industry imagery through the use of oversized graphics applied to walls as wall-covering. Elements taken directly from the industry such as a poker table used for conferencing and slot machines as a back-drop to the staff lounge add to the effect of “living in the game.” Metal etchings of famous gambling venues are located throughout the space as well.
A 100-foot-long digital sports ticker, complete with betting lines, odds and scores, winds through the space tying conferencing and workspaces together.
AMERICAN GAMING ASSOCIATION GRAPHIC BRANDING
AMERICAN GAMING ASSOCIATION RECEPTION / EVENT SPACE
AMERICAN GAMING ASSOCIATION CONFERENCE ROOM / EVENT SPACE
AMERICAN GAMING ASSOCIATION GRAPHIC BRANDING, SLOT MACHINES & SMALL TEAM ROOM
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CASE STUDIES
RECRUITMENT & RETENTION
Booz Allen Hamilton Innovation Center
Washington, DC
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Booz Allen placed high emphasis on sophisticated audio-visual technology, including smart boards, digital displays, video conferencing capabilities and lab spaces for product development and testing. grow their networks, and work together to solve the toughest problems of today and the future.
Booz Allen Hamilton’s Innovation Center is a free-flowing collaborative space where their employees, clients, partners, and the innovation community can converge to inspire ideas, build new technologies, grow their networks, and work together to solve the toughest problems of today and the future. The Center includes a product showcase area with multimedia and interactive displays of the latest products developed, a collaboration area designed to help Booz Allen teams discuss new ideas and demonstrate client solutions, and a “Maker Space” with large work tables for diverse teams to brainstorm ideas, co-create concepts and engage in prototyping techniques. Additionally, this space features state of the art conference rooms to enable engagement with partners and clients through a range of interactive client demonstrations.
The following are testimonials from the Innovation Center’s staff: “When you visit other Booz Allen floors at 5 PM, they are empty; however, in the Innovation Center people stay until at least 7 or 8 PM—you want to be in the space and keep working...because it doesn’t feel like work.” “I feel like I have 60+ allies to make my ideas a reality. I’ve never had that before.” “ In a traditional office if someone is 2 doors down, I may not walk over to ask a question and default to email.The Center’s open layout breaks those barriers.”
BOOZ ALLEN HAMILTON INNOVATION CENTER OPEN WORK AREA / EVENT ZONE
BOOZ ALLEN HAMILTON INNOVATION CENTER
BOOZ ALLEN HAMILTON INNOVATION CENTER
INTERNET OF THINGS LAB
RECEPTION & TEAM ROOM
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CASE STUDIES
OTJ ARCHITECTS
CASE STUDIES
ENHANCING CULTURE
The Raben Group
TEST FITS EXPLORING STAFF INTERACTION OPPORTUNITIES
Washington, DC
?
Working with The Raben Group for a fourth time in an eight-year span, OTJ witnessed the evolution of the organization’s culture. The first project had been the design of The Raben Group’s first offices when the organization had a total of 15 staff. Subsequent projects saw the organization expand its offices, taking pre-built space, as they grew to more than 50 staff. This latest project was an opportunity for OTJ to design a new space to fit the organization’s new non-hierarchical team-built culture. Working closely with an eight-person staff committee that had been empowered by the organization’s CEO to make the critical decisions in the design of the new office space, OTJ developed multiple schemes that pushed the limits of a one-for-all culture. Recognizing that staff functions vary from those who need isolated privacy to get their work done to those who need to work in teams, OTJ developed schemes that allowed staff to choose their most effective setting for work. Staff that needed more privacy because of the sensitive issues that they dealt with could choose workstations in the interior atrium where noise disruption was minimized. More collaborative and team-based staff were given an opportunity to work along the perimeter where the noise of street activity blended with the activities of the work day. Social spaces then supported the idea of collecting staff in settings of two to four and up to full gatherings of 50 for office events and fundraisers.
The lounge was outfitted with a fireplace so that staff could huddle around the fire and collaborate in a more intimate setting.
FINAL SPACE PLAN
MEETING ROOM
MULTI-FUNCTION SPACE
OFFICE
OPEN COLLABORATION ZONE
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THE RABEN GROUP RECEPTION & COLLABORATION ZONES
THE RABEN GROUP PANTRY & FIREPLACE
OTJ ARCHITECTS
CASE STUDIES
OTJ ARCHITECTS
CASE STUDIES
GREET MEET EAT SEAT RETREAT
CHANGE MANAGEMENT MEN
WOMEN
SHOWERS
EXECUTIVE
NATIONAL TREATSURES WEST
PRESERVATION
WILSON HUDDLE WILSON
HUDDLE
RECEPTION
Washington, DC
MADISON
National Trust for Historic Preservation
ELEVATOR LOBBY
CAPITAMAN
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LEGAL SERVING PANTRY
?
In relocating from its all-office environment in a 1920s mansion, National Trust for Historic Preservation (NTHP) wanted to achieve a space that effectively supported the way the staff worked with one another by enhancing a cultural change within the organization.
NTHP embraced a cultural shift by adopting a full open environment. OTJ worked closely with NTHP to provide appropriate closed room environments that have significantly increased employee collaboration, ranging from team rooms to an executive board room. To gain buy in, staff tested mock ups of the workstation selections made by the leadership team. OTJ presented to NTHP’s full staff on multiple occasions to share the design decisions and increase their understanding of the new office’s functionality. A “Welcome Book” was distributed on move-in day to each staff member that highlighted information needed to enjoy the new office.
NTHP has reported that the shift to the full open environment is helping its staff to collaborate more and produce better ideas. The CEO even loves her open workstation.
FINLEY
DEVELOPMENT
BALCONY:EAT/MEET/RETREAT
welcome!
NAM E TA Y GS: just es, put t Mon hem dayo O enco ur ne Thur n, urag w spa sday. e c s e so in your get to kteractio cow now n orke rs!
We have finally arrived at our new and unique openspace environment. Many thanks to all of you for help getting us here! Our new workspace is a reflection of our values, culture and brand. It was created to serve as a central hub that connects staff to one another for interactions that encourage creativity and generate big and exciting ideas. Our hope is to see collaboration more frequently so that it spurs innovation; that the non-hierarchal nature of the space will promote transparency, integrity and understanding; and that the diversity of the National Trust’s work, heritage and staff will be represented in our story-telling throughout the space. This new environment that nurtures an evolution from “I” to “we” will enable us all to more effectively make a difference in our work, our interactions with one another and with our new community. Now get moving and check out our new scene! The “New Headquarters” Working Group
WELCOME BOOK INTRODUCTION
STAFF WORKSTATION
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NATIONAL TRUST FOR HISTORIC PRESERVATION RECEPTION SEATING & CONFERENCE CENTER
NATIONAL TRUST FOR HISTORIC PRESERVATION TOWN HALL & EXECUTIVE CONFERENCE ROOM
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CASE STUDIES
CASE STUDIES
RESTACKING
Winrock International EXISTING STAFFING
Arlington,Virginia
single occupancy offices double occupancy offices single occupancy cubicles
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?
formal collaboration informal collaboration private/wellness area
Winrock International was anticipating significant growth but still had three and a half years left on their lease. Its real estate advisory team determined a relocation was not feasible. OTJ would need to work with Winrock International’s executive team in both Virginia and Little Rock, Arkansas, to assess the options in renovating their existing space to maximize potential for accommodating growth.
support area storage/equipment
OTJ performed a programming assessment to understand current and future staff workspace requirements. Additionally, a transitional plan was developed for Winrock International that could be implemented over a two-year period. The plan maximized reuse of existing furniture and construction while creating new, more efficient workspace standards. A benching system was implemented that suited staff who worked on laptops and retained little paper at their desks.
MAXIMIZED STAFFING
Without taking more space, Winrock International will be able to accommodate an additional 44 staff, a growth of 32%.
single occupancy offices
1
double occupancy offices single occupancy cubicles
137
formal collaboration informal collaboration private/wellness area support area storage/equipment
OTJ ARCHITECTS
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WINROCK INTERNATIONAL RECEPTION & CONFERENCE CENTER
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CASE STUDIES
OTJ ARCHITECTS
CASE STUDIES
RENOVATION IN PLACE 3RD FLOOR EXISTING 30 OFFICES 18 WORKSTATIONS 17 BENCHING 65 TOTAL
United Way Worldwide Headquarters
3RD FLOOR RENOVATED 17 OFFICES 68 WORKSTATIONS 6 BENCHING 91 TOTAL
Alexandria,Virginia
GROWTH OF 26 SEATS 3RD FLOOR EXISTING
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3RD FLOOR RENOVATED
The objective of the United Way Worldwide headquarters renovation was to create an improved, integrated and collaborative workplace environment. The renovation in place consisted of a five floor full building renovation including a new roof, new windows, new chillers and an elevator modernization. The design allows employees, partners and visitors to work and interact more effectively. A core concept for this space was to develop a communal gathering space in between highly populated floors to encourage staff to use the internal stairs. The five floors were designed in two phases and constructed in three phases– first phase was for the fourth and fifth floors and spanned six months; second phase was for the third floor and spanned three months; and third phase was for the first and second floors and spanned four months. The phased renovation allowed staff to use completed floors as swing space and work productively throughout construction. Temporary systems furniture was rented for both the second and third floors to maximize the use of these swing spaces.
4TH FLOOR EXISTING 16 OFFICES 65 WORKSTATIONS 2 BENCHING 83 TOTAL
4TH FLOOR RENOVATED 12 OFFICES 65 WORKSTATIONS 0 BENCHING 77 TOTAL
STAFF LOUNGE ADDED 4TH FLOOR EXISTING
4TH FLOOR RENOVATED
“Thanks again for your participation at UWW’s town hall session. We are receiving favorable feedback from our staff. The detail and knowledge of the speakers was very apparent. The 3-D animation wowed the staff. We look forward to continuing to work with you to bring this project to fruition.”
5TH FLOOR EXISTING
- Chief Financial Officer of United Way Worldwide
16 OFFICES 38 WORKSTATIONS 0 BENCHING 54 TOTAL
By approaching the design in two phases and construction in three phases, UWW achieved their goals with minimal disruption to staff. This renovation in place allowed UWW to reduce its real estate footprint from 333 square feet per employee to 267 square feet per employee, while also giving the workplace a sense of community and set the tone for the organization’s culture and mission.
5TH FLOOR RENOVATED 13 OFFICES 57 WORKSTATIONS 6 BENCHING 76 TOTAL
5TH FLOOR EXISTING
5TH FLOOR RENOVATED
GROWTH OF 22 SEATS
72
UNITED WAY WORLDWIDE STAFF LOUNGE
UNITED WAY WORLDWIDE OPEN WORK AREA
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CASE STUDIES
CASE STUDIES
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SUSTAINABILITY
National Parks Conservation Association
Washington, DC
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As part of its commitment to the environment, NPCA identified LEED-CI Certification as a primary target in its office relocation. Multiple staff members had previously had exposure to green buildings, and the nature of NPCA’s organizational mission made LEED and green building design a distinct area for intensive investigation. The strong emphasis on LEED-CI Certification ultimately led to the selection of a space in a building committed to the LEED-EB Certification and maintenance process. The new location provides employees with a plethora of alternative transportation options and access to a dense community for lunchtime and after-hours socialization. The new facility’s clear, open site lines and access to views and light have already begun to forge new and stronger connections between staff members and departments. Several collaborative spaces of varying sizes and openness are provided to foster greater formal and informal teamwork opportunities that keep audible disturbance in the workstation areas to a minimum. A connection to the NPCA mission is made through biophilic influences with careful material selection and the inclusion of park images where NPCA works every day to administer critical support.
LOCALLY QUARRIED STONE VENEER
RECLAIMED SORGHUM STRAW
“On behalf of the staff at NPCA, we want to thank you for all your hard work, guidance and management in support of our new headquarters. We have greatly appreciated the work of everyone at OTJ and wanted to thank you for your particular focus with our furnishings and finishes. Your insights and recommendations were invaluable to our staff team, and we are quite pleased with the final product.” - Chief Executive Officer of NPCA
An early focus on site selection and the programming stage, with a clear establishment on targeting LEED certification, was pivotal in NPCA’s office design receiving LEED-CI Gold Certification from the U.S. Green Building Council. RECLAIMED BARN WOOD
NATIONAL PARKS CONSERVATION ASSOCIATION RECEPTION FEATURING LOCAL MATERIALS
NATIONAL PARKS CONSERVATION ASSOCIATION SMALL MEETING ROOM
NATIONAL PARKS CONSERVATION ASSOCIATION OPEN EXECUTIVE WORKSTATION
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CASE STUDIES
CASE STUDIES
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WELLNESS
The Endocrine Society
Washington, DC
?
The Endocrine Society is the world’s oldest, largest and most active organization devoted to research on hormones and the clinical practice of endocrinology. Because of the nature of the Endocrine Society’s mission, a strong focus early on was to target LEED certification, and as part of this, reducing exposure to endocrine disruptors in specified building materials. OTJ worked with key staff members to establish guidelines for creating a healthier, environmentally sound and comfortable space for employees. Among the key drivers were maximization of exposure to natural light, establishment of an appropriate acoustic environment, selecting ergonomically friendly furniture solutions and minimizing exposure to phthalates,VOCs and other material considerations. The new space enhances the experience of The Endocrine Society’s employees and guests, achieving all of these key drivers as well as low exposure to toxic materials, a lowered carbon footprint for the office’s construction and operations, low energy consumption and access to a vibrant, dense community with a wide variety of alternative commuting opportunities.
OTJ took to heart The Endocrine Society’s mission, taking into account the developing endocrine disruptor research in building materials and coordinating a team effort in a new field of exploratory research for the entire construction team. PERSPECTIVE PLAN SHOWING MATERIAL SELECTION
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THE ENDOCRINE SOCIETY RECEPTION
THE ENDOCRINE SOCIETY INTERIOR OFFICES & PERIMETER WORKSTATIONS
T O O LS
TOOLS
OTJ ARCHITECTS
HOW WE SOLVE PROBLEMS. These are examples of tools we use to gather information to start our design process. STAFF QUESTIONNAIRES EMPLOYEE SURVEY & ANALYSIS PROGRAM BENCHMARKING VISION SESSION COMFORT & OPERATIONS SURVEY OCCUPANCY STUDY THREE-DIMENSIONAL RENDERINGS
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TOOLS
STAFF QUESTIONNAIRES
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TOOLS
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STAFF QUESTIONNAIRES
This questionnaire helps OTJ gain a better understanding about how the space is currently being used and changes that could be made to provide a more effective space. This questionnaire will help determine image, identity and space utilization goals.
1
YOUR IDEAL WORKDAY
3
Consider your ideal workday for your professional role – one in which you’re most productive, effective and “in the groove.” Rank the amount of time you spend performing the following tasks from the greatest amount of your workday (1) to the least amount (10):
WORKFLOW Again thinking of the ideal day with great workflow—what tools and spaces do you need to support that work? Rank the tools and spaces from most (1) to least (10) required tools and spaces: Formal, traditional meeting space with tables and chairs
Participating in ad-hoc unplanned meetings (taking time and space as it’s available)
Informal meeting and brainstorming space
Participating in formal pre-scheduled meetings
Spaces to go for quiet and focused work
Working on writing or reading research and reports
Space and technology for videoconferencing
Answering or generating email correspondence
Space and technology for teleconferencing
Connecting via conference call
The ability to work anywhere, anytime with mobile tools and technology
Connecting via video conference
Spaces for teams and working groups to gather with each other for extended worksessions
Seeking out colleagues in house and engaging with them for feedback and brainstorming
Whiteboards or pin up space for discussing work in progress
Participating in teambuilding exercises or making stronger connections with colleagues
Multiple monitors and displays for active work in progress
Mentoring, teaching, and otherwise sharing knowledge with colleagues
Space to work that encourages chance encounters and informal conversations
Participating in offsite activities with members, external groups and companies
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4 INTERACTION As a follow up to Q1, who do you interact most with when preforming a bulk of these tasks? Rank them from (1) the most to (5) the least.
PROXIMITY How critical is it to your ideal workday to be directly, physically proximate to your teammates/direct daily coworkers, full department, and/or supervisor? Need to be close together all day, everyday
Colleagues Members
Your Team/Direct Daily Coworkers
Committee & Board Members
Your Full Department
External Groups & Companies Other
Your Supervisor All Departments
Need to be together most of the day
Work from anywhere, as long as we meet periodically
Work from anywhere, as long as we stay connected electronically
Not applicable
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TOOLS
STAFF QUESTIONNAIRES
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STAFF QUESTIONNAIRES
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MISSION Which of these activities do you think add the most value to furthering your organization and mission, or enhancing your organization’s ability to carry out that mission?
Not Important
Average Importance
OTJ ARCHITECTS
TOOLS
Very Important
Extremely Important
TASKS How easy, or difficult, is it for you to find space to do these tasks?
Impossible to Find
Not Applicable
Participating in ad-hoc unplanned meetings
Participating in ad-hoc unplanned meetings
Participating in formal pre-scheduled meetings
Participating in formal pre-scheduled meetings
Working on focused quiet work
Working on focused quiet work
Answering or generating email correspondence
Answering or generating email correspondence
Connecting with people via conference calls
Connecting with people via conference calls
Connecting with people via video chat
Connecting with people via video chat
Seeking out colleagues in house for brainstorming
Seeking out colleagues in house for brainstorming
Participating in team building exercises
Participating in team building exercises
Mentoring & sharing knowledge with colleagues
Mentoring & sharing knowledge with colleagues
Participating in office activities with other companies
Participating in office activities with other companies
Available, only if Scheduled Carefully
Sometimes Available
Always Available
Not Applicable
94
95
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EMPLOYEE SURVEY & ANALYSIS
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EMPLOYEE SURVEY & ANALYSIS
Surveys can be sent to the entire staff to providing an opportunity to be heard. The results are used as a guide in the design process.
PRIMARY RESPONDENTS: BY POSITION 6.8%
EXECUTIVE OFFICE OR SENIOR LEADERSHIP TEAM 17.0%
TYPICAL MEETING SIZE: ALL STAFF
TYPICAL MEETING SIZE: EXECUTIVE STAFF
50
50
40
40
30
30
20
20
10
10
DIRECTOR
18.2%
MANAGER OR SUPERVISOR 58.0%
STAFF
ADJACENCIES: HOW SHOULD PEOPLE BE GROUPED?
62.2%
BY DEPARTMENT
36.5%
BY WORK FLOW OR TYPE
1.4%
BY POSITION/HIERARCHY
0
14.9%
27.0%
41.9%
29.7%
25.7%
0
7.3%
24.4%
46.3%
2-4 PERSON MEETINGS
2-4 PERSON MEETINGS
4-6 PERSON MEETINGS
4-6 PERSON MEETINGS
6-8 PERSON MEETINGS
6-8 PERSON MEETINGS
8-10 PERSON MEETINGS
8-10 PERSON MEETINGS
10+ PERSON MEETINGS
10+ PERSON MEETINGS
31.7%
29.3%
OVERALL LOOK & FEEL: RATE YOUR MOST IMPORTANT ERGONOMICS
7.60
ACCESS TO NATURAL LIGHT
7.59
ACOUSTICAL PRIVACY
6.67
TEMPERATURE & CLIMATE CONTROL
6.25
VISUAL PRIVACY
AMENITIES: WHERE DO YOU EAT LUNCH?
6.15
NEED FOR MEETING/COLLABORATIVE SPACE ABILITY TO CHOOSE WORK ENVIRONMENTS LEVEL OF FINISHES
5.65
OTHER
6.4%
OUTSIDE THE OFFICE
84.9%
21.0%
IN THE BREAKROOM OR COMMON AREA
47.9%
4.77
4.17
ACCESS TO STORAGE
AMENITIES: WHAT WOULD MAKE THE LUNCHROOM MORE ATTRACTIVE?
3.40 3.10
32.1%
AT MY DESK FOR LACK OF ANOTHER OPTION
39.7%
AT MY DESK AND WOULD PREFER TO
1
2
3
4
5
6
7
8
VARIETY OF SEATING TYPES
39.7%
SOFT SEATING
32.4%
0 0
NATURAL LIGHT
ATTRACTIVE VARIETY OF FINISHES
20
40
60
80
100
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PROGRAM
PROGRAM
PRELIMINARY SPACE PRELIMINARY SPACEPROGRAM PROGRAM Once we’ve collected and analyzed the programming questionnaire, we document the information necessary to guide the design and establish parameters for the new space. Project Sample ProjectName: Name: Sample Date: Date:
PRELIMINARY PROGRAM Office OfficeSpace SpaceType Type
Position Position
PRELIMINARY PROGRAM Projected Projected
Proposed Proposed SFSF
Qty Qty
Extd ExtdSFSF
Support Space Type
Notes Notes
Executive ExecutiveOffice Office
Projected
Proposed
Type
Qty
Extd SF 250
Reception
250
1
Coat Storage
24
2
48
AAOffice Office
Executive ExecutiveOffice Office
250 250
22
500 500
windowed windowedoffice; office;small smallround roundconf conftable tablewith with2 2chairs chairs
Large Conference Room
1000
1
1000
to fit 100 people in auditorium setting; divisible
BBOffice Office
Executive ExecutiveOffice Office
125 125
33
375 375
windowed windowedoffices; offices;2 2guest guestchairs chairsatatdesk desk
Medium Conference Room
350
1
350
fixed table to seat 14-16 people; close to reception
F FWorkstation Workstation
Staff Staff
4848
11
4848
executive executiveassistant assistant
Conference Room Storage
100
1
100
room to accommodate stacking chairs and tables
Satellite Pantry/Coffee Bar
100
1
100
Idea Room
300
1
300
soft seating for 15 people; white boards
Small Conference Room
250
1
250
seating for 10 people
Team Room
100
2
200
to seat 3-4 people; can be converted to future offices
Open Collaborative Areas
100
2
200
areas that can be converted to future offices
Phone Booth
50
2
100
Guest Offices
125
2
250
for auditors; future growth space
Lunch Room
500
1
500
tables to seat 24; snack bar; centrally located
Game Room
500
1
500
possibly proximate to Lunch room
Server Room
150
1
150
gated area for HVAC equipment servicing
IT Staging Room
100
1
100
counter space for assembling and testing equipment
IT Storage
75
1
75
6 bays of 3' shelving units
Finance File Room
100
1
100
four vert file cabinets and room for boxes
Development File Room
100
1
100
6 file cabinets, binder storage and work table
Communications Storage Room
100
1
100
near elevators; storage for 12-20 crates and sign tubes
Mail/Copy Room
125
1
125
one copier and one shredder; close to reception
Supply Room
100
1
100
Legal Legal CCOffice Office
Director Director
175 175
11
175 175
windowed windowedoffice; office;small smallround roundtable tableand and2-3 2-3chairs chairs
Finance Finance CCOffice Office
Director Director
175 175
11
175 175
windowed windowedoffice; office;small smallround roundtable tableand and2-3 2-3chairs chairs
DDOffice Office
Manager Manager
125 125
11
125 125
window windownot notreq'd; req'd;2 2guest guestchairs chairsatatdesk desk
F FWorkstation Workstation
Staff Staff
4848
88
384 384
Development Development CCOffice Office
Director Director
175 175
11
175 175
windowed windowedoffice; office;small smallround roundtable tableand and2-3 2-3chairs chairs
DDOffice Office
Manager Manager
125 125
33
375 375
window windownot notreq'd; req'd;2 2guest guestchairs chairsatatdesk desk
F FWorkstation Workstation
Staff Staff
4848
1414
672 672
Communications Communications CCOffice Office
Director Director
175 175
11
175 175
windowed windowedoffice; office;small smallround roundtable tableand and2-3 2-3chairs chairs
DDOffice Office
Manager Manager
125 125
11
125 125
window windownot notreq'd; req'd;2 2guest guestchairs chairsatatdesk desk
E EOffice Office
Staff Staff
100 100
11
100 100
non-windowed non-windowed
F FWorkstation Workstation
Staff Staff
4848
1010
480 480
Sub Total
4998
Circulation
40%
Total Support Space
HR HR CCOffice Office
Director Director
175 175
11
175 175
windowed windowedoffice; office;small smallround roundtable tableand and2-3 2-3chairs chairs
E EOffice Office
Staff Staff
100 100
11
100 100
non-windowed non-windowed
GGWorkstation Workstation
Staff Staff
4848
11
4848
receptionist receptionist
1999 6997
Summary Projected 3 Years Qty
Programs Programs CCOffice Office
Director Director
175 175
22
350 350
windowed windowedoffice; office;small smallround roundtable tableand and2-3 2-3chairs chairs
DDOffice Office
Manager Manager
125 125
44
500 500
window windownot notreq'd; req'd;2 2guest guestchairs chairsatatdesk desk
E EOffice Office
Staff Staff
100 100
22
200 200
non-windowed non-windowed
F FWorkstation Workstation
Staff Staff
4848
3535
1680 1680
Total (Useable Square Footage)
6937 6937
Circulation Circulation
40% 40%
2775 2775
Total TotalPersonnel PersonnelSpace Space
9494
9712 9712
1.2
Total (Rentable Square Footage)
Notes:
Sub SubTotal Total
16709
Core Factor (Assume 20%) RSF/Staff
Extd SF
20051 94
213
98
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BENCHMARKING
VISION SESSION
Benchmarking data has been compiled from OTJ projects over the past five years to analyze the RSF/employee trends for each of the following industries.
Vision boards are shared to spur ideas and gather feedback regarding preferences of spaces shown.
INDUSTRY
TYPICAL RANGE RSF/EMPLOYEE
TYPICAL % OFFICE TO WORKSTATION RATIO
CORPORATE
150-300 RSF
30:70
GOVERNMENT CONTRACTOR
145-315 RSF
40:60
TECH COMPANY
100-225 RSF
10:90
TRADE ASSOCIATION
250-375 RSF
50:50
NONPROFIT
140-350 RSF
35:65
OTJ ARCHITECTS
DESIGN DRIVERS
FORMAL
CASUAL
Examples of these RSF/Employee work environments:
100-125 RSF/EMPLOYEE
125-175 RSF EMPLOYEE
175-225 RSF/ EMPLOYEE
225-250 RSF/EMPLOYEE
250-300 RSF/EMPLOYEE
300+ RSF/EMPLOYEE
EFFICIENT
GENEROUS
HEADS DOWN
COLLABORATIVE
100
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COMFORT & OPERATIONS SURVEY
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COMFORT & OPERATIONS SURVEY
Throughout each project, OTJ Architects works directly with the mechanical, electrical and plumbing (MEP) engineer. This survey helps supplement the information that OTJ submits to the MEP Engineer for their use in designing the mechanical, electrical and plumbing systems for your build-out.
1
EQUIPMENT SPECIFICATIONS
3
Will the LAN room or any other spaces require specialty fire suppression systems, such as a PreAction fire suppression system?
Please see the accompanying Equipment List for an Excel sheet that must be completed by the client to provide OTJ and the MEP engineers, as well as any AV, IT, or Security designers or consultants (when applicable/contracted to complete said scope) engineers or designers a clear understanding of what must be accommodated in the project space. Information should include Network (LAN) Room equipment with corresponding BTU output, sizes of all equipment to be accommodated in the LAN room (racks, wall mounted panels, etc.). And include the specifications for all other equipment (printers, copiers, shredders, etc.) that will be provided by the tenant for the space. We need this information to ensure that we provide the necessary accommodations for all such equipment (outlets, data ports, proper clearances, tables or furniture for equipment to rest upon, etc.).
Will any equipment in the space require generator backup?
4
• • • • • • •
SUPPLEMENTAL COOLING Typically, buildings have standard operating hours for heating and cooling systems. (Check your leaseyou’re your building’s operating hours.) Please identify any spaces or equipment, such as conference rooms and LAN rooms, which operate after building hours, and may therefore require a cooling unit, separate from the base building system, to maintain temperatures for these spaces. Please note, if budget is an issue (as supplemental systems are costly), most buildings can accommodate most systems to run after-hours for a charge. • LAN/Server room(s) or closet (s): Is supplemental cooling in the form of a stand-alone cooling unit required to maintain a constant temperature 24 hours/day? o If budget is an issue, is an exhaust fan that can draw heat from the equipment but may not maintain a constant temperature acceptable? o Would you prefer that the MEP Engineer advice on the proper type of cooling system based on the equipment information you have provided? • Would any conference rooms be used after hours or on weekends? • Are there any other areas or equipment that requires special cooling or other special considerations? (Please be specific)
APPLIANCES Please provide the following information as it pertains to the lunchroom/main pantry:
Please note values in all columns, including any special power requirements or outlet configurations that are required with each piece of equipment. (This information should be provided in the equipment manual.)
2
SPECIALITY SYSTEMS
• •
5
Quantity of refrigerators needed and their capacity (full size, under counter, etc.)? Does the refrigerator require a built-in automatic icemaker or a water filtration system and dispenser? Would you like a dishwasher? Would you like a stand-alone ice maker and what capacity is needed (full size, under-counter, etc.)? Will you install a microwave? Is it a counter top unit or can it be mounted in or under the cabinetry? Will you install a water-dispensing unit (bottle top, direct filtrations system)? The equipment for this would need to be provided by the tenant directly, but we need this information to determine if we should provide power and a water line for the installation of that equipment. Will you install a coffee maker system that will require a direct water connection? The equipment for this would need to be provided by the tenant directly, but we need this information to determine if we should provide power and a water line for the installation of that equipment. Are there other appliances we should be aware of or should supply? Please provide the same information for any additional pantries.
CONTRACTUAL/RELATIONSHIP CONSIDERATIONS Do you have relationships with particular manufacturers or groups that should be considered for the design (such as a relationship with a furniture or IT vendor)? Do you have requirements for union membership for vendors or suppliers, or other similar requirements or considerations? Do you plan on maintaining any maintenance/service relationships that might affect the project (for example, continuation of an IT or other service contract)?
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OCCUPANCY STUDY
THREE-DIMENSIONAL RENDERINGS
Taking note of how people are using spaces and at what times of day helps OTJ analyze which spaces are truly necessary for your organization.
Three-Dimensional computer renderings allow OTJ to demonstrate how a space will look before it’s built. Below are some examples.
AMERICAN GAMING ASSOCIATION
CONFERENCE
UNITED WAY HEADQUARTERS OCCUPIED
VACANT
CLOSED DOOR
MEETING
STORAGE
Day of Week
Monday
Tuesday
Wednesday
Thursday
Friday
Time of Day
2:00 - 3:00pm
3:30 - 5:00 pm
9:30 -10:30 am
12:00 -1:30 pm
10:30 - 11:30 am
Total # of Offices
110
110
110
110
110
Total # of Vacancies
65
34
42
73
38
59%
31%
38%
66%
35%
% Unoccupied Offices
The chart above notes the number of vacancies & unoccupied offices on various dates and times throughout the work week.
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THE RABEN GROUP LIBRARY
HI GH LIG HTS
HIGHLIGHTS
OTJ ARCHITECTS
TRACK YOUR PROJECT. The following pages are dedicated to help you track your project objectives, milestones and successes. Bring this book to your project meetings. Take notes, write down questions and track your project.
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HIGHLIGHTS
HIGHLIGHTS DATE:
OTJ ARCHITECTS
HIGHLIGHTS
HIGHLIGHTS LOCATION:
PROJECT PHASE:
DATE:
LOCATION:
PROJECT PHASE:
WHAT MATTERS MOST...
QUESTIONS TO EXPLORE...
WHAT MATTERS MOST...
QUESTIONS TO EXPLORE...
TOPICS TO DISCUSS...
THINGS TO REMEMBER...
TOPICS TO DISCUSS...
THINGS TO REMEMBER...
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111 OTJ ARCHITECTS
HIGHLIGHTS
HIGHLIGHTS DATE:
OTJ ARCHITECTS
HIGHLIGHTS
HIGHLIGHTS LOCATION:
PROJECT PHASE:
DATE:
LOCATION:
PROJECT PHASE:
WHAT MATTERS MOST...
QUESTIONS TO EXPLORE...
WHAT MATTERS MOST...
QUESTIONS TO EXPLORE...
TOPICS TO DISCUSS...
THINGS TO REMEMBER...
TOPICS TO DISCUSS...
THINGS TO REMEMBER...
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MEE T OU R TE AM
MEET OUR TEAM
OTJ ARCHITECTS
WHO WE ARE
WE ARE THE 4TH LARGEST INTERIOR ARCHITECTURE FIRM IN THE DC METROPOLITAN AREA.
WE ARE ONE OF INTERIOR DESIGN MAGAZINE’S TOP 100 DESIGN GIANTS.
WE WERE FOUNDED IN 1990 IN WASHINGTON, DC.
WE COMPLETE DESIGNS NATIONWIDE.
WE FOCUS ON SUSTAINABILITY AND WELLNESS DESIGN.
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MEET OUR TEAM
MEET OUR TEAM
OTJ ARCHITECTS
LEADERSHIP PARTNERS:
DIRECTORS & ASSOCIATES:
Lance Jaccard, AIA, IIDA, LEED AP Partner & Studio Director
Linda Jackson, AIA, NCARB, LEED AP Senior Director
Elizabeth Long, AIA, LEED AP Studio Director & Associate
Roger Sola-Sole Partner & Studio Director
Diran Corria Director of Technology
Katherine Tong, NCIDQ Assistant Studio Director
Tony Martin, AIA, IIDA, LEED AP Partner & Studio Director
Camie Bingham IIDA, NCIDQ Design Director & Associate
Kaan Dilber, AIA, NCARB, LEED AP ID+C Associate
Ania Leeson, AIA, LEED AP Partner & Studio Director
Dianne Oroz, ASSOCIATE AIA,ASSOCIATE IIDA Design Director
Pete Ducas, AIA LEED AP BD+C Associate
Holly Martin, CID, IIDA, LEED AP ID+C Design Director
Annette Carter, AIA, LEED AP BD+C Associate
Travis Herret, AIA Studio Director & Associate
Pascal Molenat Vice President of Marketing
Kevin Sneed, AIA, IIDA, LEED AP Partner & Senior Director of Architecture
Laura Kennington, LEED AP Partner & President of Business Development & Marketing
Meg Murdock Partner & Director of Finance
Archana Tembulkar, Studio Director
ASSOCIATE AIA, LEED AP
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MEET OUR TEAM
HOW WE COMMUNICATE INTERNALLY As an organization, we have gone from 14 employees to 90 employees. In order to make sure we all communicate internally, we’ve reacted to the change of our culture with the following:
WEEKLY ALL STAFF MEETING Every Monday morning, OTJ’s entire staff meets over coffee and breakfast to share tricks of the trade, recent projects and important company news.
WEEKLY STUDIO DIRECTOR MEETING OTJ’s studio directors meet every Monday to discuss strategic matters and scheduling needs for each studio.
WEEKLY STUDIO MEETINGS OTJ’s six studios meet on a weekly basis to discuss phases of projects and scheduling for team members.
MONTHLY ASSOCIATE WORKSHOPS OTJ’s associates meet monthly to discuss trending themes seen in recent projects to help with mentoring the staff as a whole.
Q 1 Q2 Q3 Q4
QUARTERLY PARTNER MEETINGS OTJ’s partners meet once a quarter to discuss big picture strategy and share market trends in the real estate industry to capitalize on our focused categories.
DESIGN DRIVEN. PEOPLE FOCUSED.
CAPITAL ONE MOBILE WORK ZONES