Meridian From old academic dignity to radical collaboration
Michael Darfler Hannah Harvey Sabah Mohammed
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Meet the Team
Michael Darfler M.S. Human-Environment Relations Facility Planning and Management
Hannah Harvey B.S. Urban and Regional Studies B.S. Design + Environmental Analysis
Sabah Mohammed M.S. Human-Environment Relations Facility Planning and Management
Michael is a maker, educator, and researcher interested in the design of creative learning spaces for youth. Prior to enrolling at Cornell, Michael designed, supported, and managed makerspaces across Philadelphia in both formal and informal learning spaces. He graduated from Binghamton University in 2007 with a degree in Bioengineering, and lives in Trumansburg with his wife their son and Nina, who is a very good dog.
Hannah is a junior working toward concurrent Bachelor of Science degrees in DEA (Design + Environmental Analysis) and URS (Urban and Regional Studies). She is particularly interested in how the built environment can improve one’s physical and mental health and bring about equity among users. In the fall of 2019 she became a finalist in the IDEC National Student Competition to design a resource center for homeless and at-risk populations.
Sabah is a first year master’s student interested in the intersection of space and strategy. She is particularly interested in healthcare environments and how evidence-based design can be used to promote healthy outcomes. Prior to starting grad school at Cornell, Sabah was practising as an architect at a firm in Dubai, UAE. When not chasing deadlines, Sabah enjoyes hiking, trying new restaurants and chasing the sun.
Facing image- Render credit ©Hannah Harvey 2020. 3
Contents
Research
Proposal
Primary and SecondaryData Collection, Interviews, Contextual Analysis and Insights.
Design Approach, Personae mapping, Adjacency, Design Strategy for the Floor and for 201.
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Discussion
Implementation
Trends in learning environments, Learning environments in 5 years, Space as a tool for learning.
Implementation Toolkit with strategies and Identification of Change Agents.
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Project Timeline WEEK 1
Project Kick-Off: Introduction Site Visit
WEEK 2
Data collection
Interviews with Stakeholders
Contextual Analysis Insights Formulation of Goals Persona Building Concept Development
WEEK 3
Space Program
Analysis
Zoning of areas Adjacency Diagram
Spatial Layout FF & E Sample selection
WEEK 5
Final deliverables
WEEK 4
Bill of Quantities Render/ Post-processing final images Draft Report Final Presentation to Stakeholders
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Research
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Executive Summary
The Cornell Atkinson Center for Sustainability is the hub of collaborative sustainability research at Cornell University. The Center is currently located in Rice Hall, a historically listed building which consists of a three story rectangular block. Rice Hall is currently occupied by the Atkinson Center on the second floor and parts and parts of the first and third floors. The Atkinson Center has called Rice Hall its home for over over a decade, but is currently embarking on a shift to a new building in the next 3 years. While many new changes are in store for the organization when it transitions to the new building, there are still many challenges that are faced day-to-day because of the constraints of the existing building which is primarily a result of the age of Rice Hall and its rigid floor plan. Seeking to make improvements to the existing space and current working strategies, the Atkinson center reached out to get advice and recommendations for those changes. What follows is the result of our efforts to understand the current state of the space and the organization and make recommendations and designs for changes to the space and the organizational structure that may be implemented while awaiting the transition to the new space, with the hope that some of the recommendations may be carried into the future. The User Profile approaches, which include in-depth interviews and space observation, revealed that the existing spaces were not conducive to the current and desired future functions of the center in several key ways. The recommendations outlined in this report were designed to fit inside the constraints of the existing footprint. This emphasized the importance of finding solutions for the small spaces to help them function more efficiently. Much of our focus was turned towards helping to create a collaborative space within the center. We envision the current space at Rice Hall to serve as a test bed for new organizational and space policies. Altogether, this report suggests strategies for the overall center and specific design strategies for the collaborative space at Room 201. Recommendations for a redesign of these spaces include creating a dedicated space for collaboration; an entrance lobby and spillover zone, a hot-desking area; providing flexibility and variety within the center through compact, mobile furniture solutions; and relocating the executive suite to the west wing of Rice Hall. Overall, these recommendations will encourage a variety of activities within the center and will serve as a transitional space before moving to a more permanent home. Detailed budgeting, programming and sequencing are included. Following the design recommendations is a discussion on the future of learning environments in general, now and in five years, with special attention paid to how the Atkinson Center can take advantage of these trends moving forward.
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Project Overview
The Cornell Atkinson Center for Sustainability is the hub of collaborative sustainability research at Cornell University, forging vital connections among faculty, researchers, students, staff, and external partners. In order to support its radically collaborative mission, the center has engaged the services of Lake | Flato to design a new building which is slated to be completed in the next 2-3 years. In the meantime the Center’s current home, in Rice Hall, poses several challenges largely relating to the rigid floor plan and the original programming scheme to accommodate mainly individual office work. In order to address these stated challenges, a new short-to-mediumterm workplace solution that more effectively supports the work of the Atkinson Center for Sustainability has been requested. In order to accomplish this a systematic inquiry and analysis was undertaken. Interviews, observations, and research were gathered and analyzed to create keywords and key topics. These were used to create insights into client needs and project requirements. These insights were further developed into overarching concepts and goals which were focused on generating positive outcomes for the organization as discussed in the initial research phase.
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Vision and Mission
Through our interviews, research, and experience a vision and mission for the design work was developed to help guide the process. Our vision is focused on a desired future state and the mission outlines how this vision can be achieved. Vision- We envision a blended collaborative workplace that functions a a testing group for new ideas, systems, policies and space tailored to the needs and desires of the Cornell Atkinson Center for Sustainability. Mission - To create a flexible, multimodal environment that offers digital resources in an inviting setting for staff, research fellows, and affiliated groups
Space
Operations
Global Impact
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Focus Areas
The Cornell Atkinson Center is the university’s home to bold ideas and powerful new models that ensure people and the planet not only survive, but thrive. The Cornell Atkinson Center provides its partners, faculty, postdocs, students and alumni with the opportunity to connect with passionate experts and innovators, theorists and practitioners, business leaders and philanthropists. The primary areas of research include Climate, Energy Health and Food.
CLIMATE
HEALTH
From the coastal effects of sea level rise to catastrophic droughts, urban and rural dwellers alike face increasing risks from climate change. The Center is innovating technology, financial instruments, and policy to while adapting agriculture and the built environment for a low-carbon future.
Improved food, water, and energy infrastructure are urgently needed to protect the natural systems that provide opportunities for hunting, and fishing and to minimize human exposure to parasites, pathogens, and pollution. The Center is pioneering transformative research to advance One Health, creating a future in which people and nature thrive. 10
ENERGY
FOOD
Cornell Atkinson is committed to improving the generation, distribution, and storage of clean energy through smartgrid technology, solar and wind installations, and the promotion of smart-energy practices. The Center aims to enhance the transition to renewable energy sources across sectors and communities,
Meeting the nutritional needs of all those living today without compromising the wellbeing of future generations requires holistic thinking about the interconnected systems of agriculture, aquaculture, wild food harvest, and their home ecosystems. the Center brings together Cornell’s core strengths in these areas with external partners.
The Brand
“The Cornell Atkinson Center for Sustainability is the hub of collaborative sustainability research at “Cornell University, forging vital connections among researchers, students, staff, and external partners. The center’s funding and programming accelerate groundbreaking research within and across all of Cornell’s colleges and schools. In turn, the center is the university’s home to bold ideas and powerful new models that ensure people and the planet not only survive, but thrive.”
Bold thinking
Resilience
Large scale Long term sustainability
Forging connections
Individual & systems level approach
Shaping the
Pioneer research
Cornell Atkinson Center
Powerful
Real world impact
Catalyzing
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Site Context
340 Tower Rd Town of Ithaca, NY Construction Date: 1912 Gross Area: 31,415 sq ft Net Area: 27,065 sq ft Style: Colonial Revival Historic Building: N - National Register Historic District: No Within a District
Built during the same period of expansion of the Ag Quad, Rice Hall exhibits many of the same characteristics of the others, in terms of the material, fenestration pattern, and general massing. Rice consists of a three story rectangular block, with three bays on either side of a central projecting block, with nine bays. The first floor of the building consists of rusticated brick to imitate clapboards, each window single doublehung, with coursed brickwork above to the eaves. The third floor of the side bays consists of paired windows, the southeast facade windows with awnings. The central block consists of double-hung first and second floor windows, while third floor windows are segmentally arched, with paired brackets and peaked gable front eaves above. The roof is clip-hipped with slate shingles, as is the main roof. The north facade consists of essentially the same arrangement as before, with the addition of three dormers on the central block roof.
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Site Location
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Primary and Secondary Research
In order to collect information about the Atkinson Center and the needs for this design, multiple interviews were conducted. A walkthrough of the space was also conducted in order to make observations and to understand the user experience. Our research began with a walkthrough of Rice Hall with Brenda Smith, Director of Business operations who also introduced us to rm 201, which is a major focus of this design. This tour was followed by a group interview with six members of the Atkinson Center Staff including Ms. Smith; Rebecca Jo Ceria, Senior Executive Assistant; Mark Lawrence, Web & Information Systems Manager; Sara Levin Stevenson, Communication and Content Manager; Galib Braschler, Communication and Content Specialist; Sandy Stickler, administrative assistant; and a post-doc fellow. The interview focused on five different aspect: 1) The mission and vision of the organization, 2) the organizational Structure, and cultural & operational policies, 3) special features, 4) individual work responsibilities and proclivities, and 5) the nature of projects at the Atkinson Center. This group interview helped to create context and provide concrete and actionable input about the strengths, weaknesses, and opportunities that the organization possesses and faces. Subsequent interviews were conducted with Graham Kerslick, Executive Director; David Lodge, Director; and Lizzy Lombardi, post-doc fellow in the department of Ecology and Evolutionary Biology. These interviews provided an opportunity to test and refine the ideas and understanding in order to verify assumptions that were being made along the way. We are exceedingly grateful to all of the Atkinson Center staff and affiliates for their time and their honest input. A review of secondary literature was conducted in order to further validate assumptions and to build a strategy that’s grounded in evidence based design. The research focused strongly on collaborative work environments, interaction design, and change management. A list of references can be found at the end of the report.
Room 201: The existing space 14
Focus Group
“A welcoming environment which will help
people work better, collaboratively” Graham Kerslick, Executive Director “We run a lot of events and that makes our work
very cyclical: planning, advertising, executing, debriefing.” Rebecca Joe Ciera, Senior Executive
“It’s just easier to co-work when you’re in the
same location” Lizzie Lombardi, Post Doctoral
We want to “show that we are bringing people
together to work on projects” - Graham Kerslick, Executive Director
“Our grand idea is that this space will be
multifunctional and collaborative” Brenda Smith, Director of Business Operations
“I want a space that’s open, airy, and light” Mark Lawrence, Web + Informations Systems manager. “We’re pinning a lot of hope on this space” Brenda Smith, Director of Business Operations 15
Insights
A review of secondary literature was conducted in order to further validate assumptions and to build a strategy that’s grounded in evidence based design. The research focused strongly on collaborative work environments, interaction design, and change management. A list of references can be found at the end of the report. Currently, the Atkinson Center and Rice Hall are at odds with each other, but this is no secret. The center is undergoing rapid growth with many new staff members and projects coming on board. While the organization is expanding, Rice Hall is not. Previously, Rice Hall, though imperfect, had enough extra space to accomodate the needs of the Center, but as the Center grew, the rigid floor plan has become restrictive, interfering with the Center’s mission and work style. This disparity between the ways that the Center wants to work and the design of the space is punctuated by the impending move to a new building in the next couple of years.
The challenge, then becomes, given the constraints for space, time, and resources, how best can Rice hall be designed to remove barriers to collaboration, foster community, and support the organizational objectives of the Atkinson Center. In order to solve this problem these insights were next converted into goals.
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Goals
Based on research, interviews, and walkthroughs, a list of insights and needs were generated, which have been outlined above. From this gathering, analysis, and synthesis, a stated set of goals were developed which helped to guide the design process.
Testing - The spaces and management will provide a testing ground for new ideas, workplace strategies, and organizational policies by enabling quick iterations and meaningful feedback.
Accessibility - The spaces and management will inviting provide for a variety of work styles through clearly programmed spaces without impeding collaboration.
Flexibility - The spaces and management will be mutable in order to allow individuals to adapt spaces and working styles to meet their needs.
Wellness - The spaces and management will promote mental and physical wellness of every person.
Community - The spaces and management will help to build shared goals and mutual respect.
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Proposal
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Design Approach and Parti
A programming approach is a set of methods and beliefs that help organize how information about requirements are gathered, analyzed, and presented. There are many different kinds of approaches each with their own strengths and limitations. The approach we have chosen for this programming document was selected based on the needs of the client and how the client may use the document. In order to structure our data collection and analysis, we employed a user profile approach. This approach focuses on building understanding through the creation of personas or profiles of “typical” users and stakeholders. This design report includes profiles for each type of user and employs these profiles to guide the recommendations and stay true to a human-centered design. Determine specific criteria to identify user types Identify user types and needs based on data collection (interviews, observation) Derive design strategies based on identified needs The overarching goal or parti for this project is to help with the transition of the Atkinson Center for Sustainability from its current home in Rice hall, to its new home, and from and its “academic dignity” to a greater realization of Center’s vision for “radical collaboration” Rather than stalling or waiting for the completion of the new building to begin this change, a thoughtful reimagining of space and policy will help lay the groundwork for exploration and growth and provide a testing ground for new ideas.
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Personae and Journey Mapping
Personae Journey Mapping: Room 201 20
Adjacency Diagram
Toilet Suite
Private Offices
Open Offices Entry
Reception/ Welcome Lobby
Executive Suite
Hot desking/ Temporary area
Conference Room
Collaboration zone Room 201
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Key Immediate Close Undesirable
Design Strategy
In addition to a specific redesign 201 and recommended operational management changes, a wholesale reimagining of the entire 2nd floor offices is also presented. (The first floor was omitted because it is shared with other organizations. The third floor was outside of the scope of the project). The reimagining of the space focuses on four key areas Building a graphic language and improved Wayfinding By developing a unified and coherent graphic language for the space through environmental graphics and murals the space becomes both an ambassador and collaborator. Targeted interventions are focused on high traffic areas such as the entrance and the main stairwell. Other interventions include surface mounted vinyl graphics.
Creating a greater variety of work typologies while maintaining order The current floor plan of the 2nd floor is rigid and inefficient resulting in lots wasted space. The new space improves efficiency while also creating greater variety and choice for faculty, staff, and affiliated persons. The “west wing” has been redesigned to house the organization’s formal spaces including a formal conference room, the executive suite, and more streamlined individual offices. This allows for greater variety of work spaces elsewhere including hot desking, open plan, huddle spaces, and collaboration rooms.
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Design Strategy
Enhancing visitor experience One of the lamentations that was often repeated is that no one knows where Rice Hall or the Atkinson Center are, despite the fact that they have many visitors throughout the year. Converting visitors into advocates and cheerleaders can play a critical role in raising the visibility of the center. In addition to improved wayfinding and branding, several space modifications have been suggested. FIrst among these is the conversion of the current executive suite into a reception and lounge area which will provide a landing space for visitor and a touch point for the organization. Second is locating the executive suite and conference room past the high impact collaboration and hotdesking areas, visitors, whether formally or informally guided, will get a glimpse of the exciting work that is taking place at the Atkinson Center.
Promoting radical collaboration Under the directive from Provost Kotlikoff, The Atkinson Center is charged with promoting and engaging in radical collaboration. In order for this to happen, the workspace has to be radically redesigned. In addition to the collaboration room in 201, A variety of collaboration spaces and experiences were designed into the new floor plan. The biggest change is the creation of an open plan in the east wing of Rice Hall. With an open plan, the organization can better configure to meet the needs of the interdisciplinary teams and facilitate the cocreation of innovation. In addition to the open floor plan, a huddle room was added to facilitate small group meetings that require more focus. A hotdesking zone for postdocs, students, and visiting guest replaces the former executive office. Additionally small lounges and nooks have replaced underutilized spaces for quiet and intimate conversations.
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Design Strategy
Schematic overview of the spatial reconfiguration of the second floor offices at Rice Hall. All changes are non-structural and emphasize choice and flexibility while retaining critical functions.
Office 5 (96 sq. ft.) Office 6 (103 sq. ft.) W.C. Server/ IT Room (63 sq. ft.)
Office 1 (80 sq. ft.) Office 2 (85 sq. ft.) Office 3 (85 sq. ft.) Supply Room (50 sq. ft.)
Ante Room (75 sq. ft.)
Director’s Office (175 sq. ft.)
Executive Assistant (100 sq. ft.)
Executive Conference Room (168sq. ft.)
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Office 4 (106 sq. ft.) Handicap Accessible W.C.(71sq. ft.)
Huddle Room (165 sq. ft.) Open Offices (1265 sq. ft.)
Corridor (1265 sq. ft.)
Reception/ Lounge (795 sq. ft.) Hot-desk/ Individual (207 sq. ft.) Collaboration Room (558 sq. ft.)
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Room 201
Rm 201 is situated on the south side of Rice Hall and is currently unused. Recently the space was recarpeted though all of the old fixtures remain including a 1920’s fan. The room is approximately 556 sq feet with an abundance of natural light and transom windows on the wall adjacent to the hallway. In order to meet the needs of the client, meet the design goals and create value for the users the space has been divided into 5 different zones: High impact, collaboration, group work, quiet work, and refreshments.
High Impact - The most visible space in the room is designated as the high impact zone. Regardless of who or what is in the space, the High impact zone should feel active and express the intent of the room. This is especially true because even individuals who are simply walking past the room should feel invited and welcomed into the space. The main feature of this space is an interactive whiteboard or pin-up space that can be used to generate input, collect feedback and build excitement about the space. Goals: Personae:
Collaboration - As one enters into room 201 the first space that they see is the collaboration zone. This open and flexible setup is designed for a group of 2 - 4 individuals to work together on new ideas. Their work is supported by chairs on wheels and a moveable whiteboard which encourages a more active and engaged posture and method of work. A flat screen monitor on the wall supports the presentation of digital content and work sharing. Goals: Personae:
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Group Work - Moving further into the space and away from immediate passersby, the group work zone adopts a more grounded posture. Intended for groups of upto six, this zone helps support the more formal functions of the organization. A Solid wood conference table is flanked by comfortable chairs that support individuals for sustained periods of sitting. Conferencing and presentation capablilities are supplied by a wall mounted montior that helps to draw the groups focus away from the potential distractions in the space so that they can focus on the work at hand. Goals: Personae:
Quiet Work - Tucked away, furthest from the door is the quiet work zone. An minimalist high top table with cafe stools provides a sense of privacy and remove from the activities of the space allowing individuals to get focused, and stay focused within a rich and active space. Proximity to outlets and network connectivity and a long table allows people to work for extended periods of time without interrupting the flow. Goals: Personae:
Refreshments - One refrain that was repeated throughout the interviews was the value of food and drink to bring people together by providing a break from work and a common touch point. However, it was also well understood that the tragedy of the commons can quickly turn the best intentions. We elected then for a very simple refreshment area that provided water, coffee and tea, and light fare without shared storage so that the space stayed clean and inviting. Whether you’re coming for a meeting or just up to stretch your legs, make sure to stop in and see what’s happening. Goals: Personae:
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Room 201
Axonometric View of Room 201
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Plan & Elevations
1 3
2 4 Plan
Elevation 1
Elevation 2
Elevation 3
Elevation 4 29
Renders
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Renders
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Bill of Quantities
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Details
Clockwise from Left: Crowd-sourced wall mural in stairwell from the First Floor to the Reception area on the Second Floor which can be used to convey way-finding strategies and the brand image. Feedback board in the collaboration space in Room 201 which can serve as a feedback system that taps into concepts like user participatory design to shape spatial and organizational policies for the test space. Display cases on the corridor walls of the Second Floor which can be used to offer information about ongoing research at the Center
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Discussion
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Trends in Learning Environments
The future of higher education spaces is uncertain; it’s full of ambiguity, changing constraints and new challenges. Yet, we can all agree that education is a cornerstone of a thriving society. The higher education sector is an especially challenging space for innovation for a number of reasons. Financial and other institutional constraints abound. Adding a digital layer to the mix only makes it harder to predict. However, these challenges provide a unique opportunity to envision the future of higher education from a multidisciplinary perspective. As the nature of learning and learning environments the following five trends will play a critical role. Seamless Technology - Technology should be immediate and ubiquitous without preference for device, activity, or location.
Inclusion - Inclusion reaches far beyond ADA guidelines and begins to address student’s need for a feeling of belonging in a space. Taking real intellectual risks requires a strong foundation of support from the community, which begins with a space that welcomes and values diverse contribution.
Community - A health community is one that makes space for a plurality of voices, experiences, ages, interests, and attitudes. Learning spaces should actively build bridges beyond the immediate academic environment by nurturing relationships in the broader community of practitioners, entrepreneurs, and artists.
Flexibility - Knowledge transfer and creation is a multi-modal activity and spaces need to be able to adapt to the needs of the learners, not the other way around. As we look towards the future, will spaces anticipate the needs of students, rather than simply respond?
Health and Well Being - Spaces should actively support the health and wellbeing of students. While physical health and wellbeing should be supported through the development and maintenance of the ambient environment (lighting, air quality and acoustics), emotional wellbeing should also be supported.
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Learning Environments in five years
Looking forward, how will these trends change and evolve over the next five years? What will define learning environments in the future? We will examine this question by looking at thought leaders in the fields and extrapolating from existing trends.
Seamless Technology + Flexibility = Anticipatory Environments - Smart technology, Artificial intelligence, and low-latency networks will enable spaces to actively anticipate the needs of users. Rather than just allowing individuals to change the space to suit their needs, the space will anticipate what’s needed based on what’s happening in the space and modify the room accordingly.
Inclusion -> Belonging - Future learning environments can not be complacent with creating simply accessible environments. In order to stay relevant and progressive, spaces will need to actively invite a plurality of voices and work in partnership with diverse stakeholders to create spaces where belonging is the norm.
Community - Striving for a broader definition of community learning environments, especially in higher education, are no longer constrained to only catering to the needs of students, faculty, and staff. Highly functional learning environments can attract people from outside of the university who recognize the value of a vibrant community of learners.
Health and Well Being - Learning spaces need to continue to focus on mental and physical well-being as well as social well-being. Again, moving from passive modalities to active processes that engage with learners on an individual level, not just a group level. 36
Space as a tool for learning
One of the core components of our design is that the new collaborative space should help build a bridge from the Center’s current location in Rice Hall to its new location. In order to facilitate that transition it is important that the staff and faculty are able to test out new ideas, work styles, organizational strategies, and space layouts. As critical as these capabilities are, without a means to capture information and make sense of it, any modifications or changes that are made will have no grounding and no means of forward movement can be achieved. In other words, the space itself has to be an active collaborator. While this can be achieved in many ways, we elected to try to find a simple and low tech solution that encourages interaction and feedback without becoming burdensome or interfering with people’s primary purpose, namely work and collaboration. We feel that it’s more important to get small and quick feedback from as many people as possible, rather than large data sets that are difficult to manage, and, by their nature, only representative, rather than representational. We propose that this can be achieved by place a whiteboard or other pinnable/writable surface in the highly visible “high impact zone” within 201 that prompts people with a simple question about their intent for coming to the space. Individuals can respond quickly in under five seconds by simply adding a mark to one of several pre-coded response. Over time, these responses will accumulate and a pattern of use will begin to emerge. As the space evolves to meet the evolving needs of the organization, so will the patterns of use and a record of the effect will be clearly visible to all. The Implementation Toolkit illustrates what such an intervention might look like in use in room 201.
Diagrammatic representation of the “bridge” space 37
Implementation
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Implementation Toolkit
Tool 1 Using semi-permanent furniture that allows for easy reconfiguration of the space.
Tool 3 Creating social spaces with associated programming to engage users over time.
Tool 2 Feedback Board serve as a medium of dialogue that can shape spatial and organizational policies in the test bed.
Tool 4 Appointing Change Agents who will be accountable for the space and how it transforms over time.
Our team has put together the following key tasks in ensuring that the new collaborative space is fully supportive of users and aids the Atkinson Center in easing the transition into the new space as fully as possible.
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mbd25@cornell.edu hsh49@cornell.edu sm2773@cornell.edu