Page 1


SYNERGIS TECHNOLOGIES New Quakertown Office

It’s who we are. It’s what we do.


CASE STUDY

SYNERGIS TECHNOLOGIES | Project Case Study

INTRODUCTION

Best Made Center

PROGRAMMING+

Introduction Synergis 2013 Synergis Looking Forward Work Analysis OPR Summary

PREDESIGN

Site Development Approach Conceptual Energy Analysis Organizational Concepts

DESIGN + CONSTRUCTION

Client Visualization Coordination

OCCUPANCY

A New Home for Synergis Page 3 |3


INTRODUCTION With an eye for the creative re-use of industrial sites, developer/builder Gorski Engineering set their sights on the sprawling 65,000 sf former home of the Best Made Silk Hosiery Company in the heart of historic Quakertown. Gorski selected Re:Vision to be the Project Architect and facilitator for their experise with adaptive reuse, sustainable design and organizational dynamics. Re:Vision worked closely with Gorski to conceptualize a redevelopment plan which strips away decades of additions to create a campus arrangement of buildings and outdoor spaces. In parallel with the Core and Shell retrofit, Re:Vision also worked to facilitate and then design the fit-out for the project’s anchor tenant, Synergis Technologies. The central design challenge for the 23,000 sf Synergis Technologies space was to bring together two divisions of the company (software reseller and software development) that have evolved in separate buildings over nearly 20 years to have distinct cultures and priorities for collaboration and privacy. Employee engagement in the planning and design process was instrumental in initiating the project, finalizing the lease, and managing change. The resulting product is an office with balanced workplace solutions for a variety of needs. Set within the daylit, revived structure this workplace is a new home for a newly reconnected organization.


SYNERGIS TECHNOLOGIES | Project Case Study

Page 5 |5


PROGRAMMING+ We like to think of the programming process as a working session for ideas - a brainstorming session out of which we’ll all walk away feeling invigorated and excited about the potential for our project. It’s tempting to want to jump right in to the pragmatic aspects of an office space (how big is my desk, how far am I from the copier, etc) but what’s most important is that we focus first on conceptual questions How do you work? Who do you work with? Where do you do your work? We’ll use these concepts to come to understandings about processes, relationships and collaborations. These in turn will inform the development of individual and group work spaces, space adjacencies, support spaces, circulation paths and sequences. Finally this is all synthesized in to the Program Area Requirements which will guide us as we work through conceptual test fits of a building or space and then transition to the design and documentation for construction. We’ll refer back to this document, often referred to as an OPR(short for Owner’s Project requirements), as we move through this process together. We will also be updating this document along the way to reflect important developments in the project scope and understanding.


SYNERGIS TECHNOLOGIES | Project Case Study

Page 7 |7


TOUCHSTONES Touchstones, as we like to call them, are the core principles and goals of the project. We constantly refer back to these during design to measure success. With every decision we need to ask ourselves “does this meet, reinforce and/or exceed the project touchstones?�


THE PROGRAM AND DESIGN OF THE NEW SYNERGIS OFFICE SHOULD: Support family spirit and unity by reinforcing a healthy balance between work and personal life I n addition to collaboration, team work and mutual respect embrace play, reflection and decompression as critical parts of a successful and meaningful work process Provide flexibility for an evolving business model and changing work styles I ntegrate and feature leading edge technology to support collaborative and client relationships emonstrate a commitment to sustainable design D Create space which rejuvenates and energizes Encourage personal connections between staff, clients and the community

SYNERGIS TECHNOLOGIES | Project Case Study

Page 9 |9


CURRENT FACILITIES DESCRIPTIONS CALIFORNIA ROAD The California road building is where Synergis EDS and most of the shared resources are located. Originally, all of Synergis was located in this building but Software relocated to the Kelly Road building 10 years ago. The building is multitenanted and as such the main entrance to the building is not the entrance to the Synergis portion. There are several staff only entrances off of the main building entrance foyer and corridor but the official entrance to the Synergis office (where the reception desk is located) is more than 70 feet from the building entrance. This has caused much confusion to Synergis guests and creates an awkward transition to the office space. There also is not PROGRAM AREA WORKSHEET - SUMMARY adequate space around the reception desks for guests to sit without interrupting circulation flows. DEPARTMENT 2015 EXTENDED 2015 EXTENDED 2015 EXTENDED 2013

TRADITIONAL

TRADITIONAL

TRANSITIONAL

TRANSITIONAL

DISTRIBUTED

DISTRIBUTED

The Synergis occupied portion of the building is a combination of closed and open office spaces as well as several large training rooms and a The office9,585 space 34% is well11,900 daylit and architecturally 12,925 kitchen. 44% 15,975open45% 36% in an 7,190 29% 9,090 2,200 unique 8% space. 2,975 There 8% is little 3,060 differentiation 11% 3,535 though 11% in3,060 3,535 terms of12%layout 1,950 7% 2,350 7% 1,950 7% 2,350 7% 1,950 8% 2,350 led to a 6% cubicle “sea” 8% feeling and acoustic issues. 9%The 2,450 1,950 which 7%has 2,150 2,150 2,450 7% 2,150 3,320 workstations 11% 3,700themselves 10% 3,320 12% partitions 3,700 11% 3,320 contribute 13% 3,700 have high which may of isolation among the occupants. The 17,670 private offices21,125 at 22,345 to a feeling 27,150 20,065 23,935 6,704 23% 8,145 23% 8,026 29% 9,574 29% 7,068 29% 8,450 the rear of this space, although functional, have no natural daylight 2,235 8% 2,715 8% 2,007 7% 2,394 7% 1,767 7% 2,113 unless the doors are opened. Other private offices are located in the 29,049 35,295 28,091 33,509 24,738 29,575 in a more loaded corridor format. 225 rear of the space 217 218 traditional double 206 192 179 Many of these offices are completely internal with no natural light.

TOTAL TOTAL TOTAL TOTAL TOTAL TOTAL TOTAL AREA (sf) % TOTAL AREA (sf) % TOTAL AREA (sf) % TOTAL AREA (sf) % TOTAL AREA (sf) % TOTAL AREA (sf) % TOTAL AREA (sf) % TOTAL WORKSPACES COLLABORATION PUBLIC SPACES-CLIENTS PUBLIC SPACES - STAFF SUPPORT SPACES

8,283 1,731 1,651 919 1,817

40% 8% 8% 4% 9%

PROGRAM SUBTOTAL CIRCULATION CONTINGENCY

14,401 6,122

30%

TOTAL AREA PER SEAT

20,523 281

31% 12% 8% 8% 13%

29% 7%

18 South 5


Collaborative space is limited to a few meeting rooms. There are not enough rooms for the demand of the staff and they also are not scaled appropriately to the small and large meetings which occur. There are two large dedicated training rooms. These rooms have little natural light and views to the outside. They suffer from vibration issues due to overhead mechanical systems. In general they are functional but fatiguing spaces. Between the two rooms is a very small coffee station for all guests and staff. It is often congested and is difficult to keep clean and orderly. There is a third large training room which has been adapted for digital production of videos. This room also suffers from vibration issues. A large lunch room is located internally in the center of the office. It contains a kitchenette, refrigerators and some loose tables and chairs. It is a fairly blank space which is not particularly enjoyable to be in - as a result it is underutilized. The typical finishes are spec office quality and do little to contribute to the quality of the space. However, where the architecture is making interesting spaces with exposed structural members, the natural wood is helping to make the spaces feel more unique.

SYNERGIS TECHNOLOGIES | Project Case Study

Page 11 |11


KELLY ROAD The Kelly Road office is occupied by Synergis Software. They relocated to this office building when they outgrew the original California Road office. The building is multitenanted but the Synergis portion has a dedicated entrance to a large foyer. The foyer contains a comfortable waiting area but no reception desk and poor directional signage. As such the visitor arrival experience is awkward and undirected. The office areas are accessible from the entrance foyer. They are composed of primarily private offices along a main circulation corridor which follows a serpentine disorienting path. Most of the private offices are single occupancy but some are shared by two workers. Most of the private offices have generous windows so staff has good access to daylight and views - although most of the time it seems that window treatments are drawn. There are two open office areas. One is an adaptation of a large office with windows. The other is a totally internal space with no natural light and very high drywall partitions for the workspaces. Meeting space is extremely limited. There is a large but underutilized conference room off of the main entrance foyer. This main conference room is very useful and sized for large groups but lacks daylight and views. There is a second smaller conference room which also completely internal. It is not large enough and is not properly equipped. However, because it is lose to offices it is used frequently The office suite contains a kitchenette but no seating space. In general, finishes are spec office quality and do little to contribute to


the quality of the space. ANALYSIS The two buildings which Synergis currently occupy are extremely different from each other. The most significant difference is the open office majority in the California Road building to the overwhelming presence of private offices at Kelly Road. Although the differing office cultures of the two buildings can be seen an expression of the work they do, the physical space itself may also have been a significant impact on their evolution. EDS is more collaborative while SSD is more “heads-down� - these workstyles parallel the understood benefits of the different space types. This fundamental difference in working style will be discussed further in subsequent sections of this report.

SYNERGIS TECHNOLOGIES | Project Case Study

Page 13 |13


WORKSTYLE SURVEY RESPONDENTS BY DIVISION In late 2012 the design team conducted an online survey with the staff at Synergis to understand more about the company culture and how people work. The results of the survey help to inform design decisions EDSand priorities. These results are balanced and validated with leadership vision.

SSD - 46%

EDS - 41%

Synergis is composed of two major divisions which have different focus areas, department organizations and products. As such there are varying work styles for the different tasks which staff perform. To add to this complexity the work styles and cultures of both divisions seem to have been shaped, to a certain extent, by the physical space they have occupied. Synergis software is currently in an environment which is predominantly private offices. This division of the company is very much focused on individual tasks and “heads down� work. Collarboration occurs primarily in private offices throughout the day, where one on one meetings or meetings of 3 to 4 people occur regularly. The conversations are lively, and many times they include a customer or prospect on a speakerphone or GoToMeeting. Synergis EDS, however, works within a split open office/private office environment. In their division, private offices are used by those who require privacy more often than others. The open office areas are embraced for the ease of collaboration but do suffer from acoustic issues.

SHARED RESOURCES - 13%

With both divisions of Synergis moving under the same roof it will be important to strike equitable balances between the different needs.


41% less than 3 days a month out of the office

29% 4-6 days a month out of the office

10% 7-10 days a month out of the office

19% more than 10 days a month out of the office

SYNERGIS TECHNOLOGIES | Project Case Study

WHERE DO YOU WORK? It is clear that at every level Synergis staff have flexibility in their schedules to work remotely as needed. While over 40% of staff do work regularly from the office it is apparent that there is a significant and growing percentage (29%) who are out of the office more than 7 work days a month. As working remotely becomes easier and more common there will be increased pressure for better remote collaboration and communication. At the same time there may be a decrease in individually assigned workspaces and an increase in desk sharing and hotelling. When in the office results show that 80% workers at Synergis spend 5+ hours a day at their workstation. Many studies conducted worldwide suggest that on average, office workers are at their desks 4-6 hours each day.

Page 15 |15


CLIENT MEETING 2-3 people

47

20

4-6 people

41

15

7-10 people

2

lounge furniture

7

30

11

teleconference equipment

50

18

videoconference equipment

26

12

53

23

wall mounted display whiteboard

33

12

more than 10 people

projection equipment

INTERNAL COLLABORATION

10 22

14 59

HOW DO YOU COLLABORATE? (the numbers indicate the number of respondents for each of the options) Staff meet with both clients and colleagues but clearly this is weighted to internal collaboration. Also apparent is that these sessions tend to be smaller groups with over 69% with 6 or less people. The results also indicate that although technology is being used to collaborate it is primarily for teleconferencing and projection - but good ol’ whiteboards and markers are clearly the preferred medium


86% The size of my current workspace is adequate!

WHAT IS YOUR WORKSTATION LIKE? Synergis is a mix of private offices, shared private offices and open workstation seating. In general workers feel that the size of their current workstations is adequate. This is a helpful benchmark to recognize as we move forward with selecting furniture and planning a new office space. With regard to privacy, the survey results are consistent with interviews in that they identify acoustics as the most important privacy and/ or isolation driver.

69% I do not work with visibly sensitive material

50%

50%

I have acoustically sensitive phone calls and/or conversations which require privacy

68%* My current workspace meets my acoustic and visual privacy needs

SYNERGIS TECHNOLOGIES | Project Case Study

66% of EDS respondents feel that their current workspace meets their acoustic and visual privacy needs 67% of SSD respondents feel that their current workspace meets their acoustic and visual privacy needs 49% of those with acoustically sensitive work feel that their current workspace meets their acoustic and visual privacy needs Page 17 |17


SYNERGIS LOOKING FORWARD UNIFICATION The specifics are somewhat uncertain but it is expected that as both divisions of Synergis move in to the same facility that they will find new collaborations and efficiencies between all three divisions. This unification effort may take some time to be fully realized. The new design should encourage interaction and collaboration while providing flexibility for future change. One model which will be explored during concept design is the collocation of similar tasks - e.g. all sales staf sits in the same area and are broken in to SSD and EDS neighborhoods. MARKET PRESENCE Both EDS and SSD have expressed intentions to move beyond their current markets. EDS is focused primarily on a regional market but has goals to have more of a national presence. SSD plans to move further in to national territory and expand their international sales. What this signals is that more and more of the Synergis workforce could be working remotely from the home office or communicating with remote stationed workers and clients. The response to this should be infrastructure to support teleconferencing and collaboration as well as expansion capabilities for remote worker accommodation in the office. STAFFING PROJECTIONS Synergis anticipates continued growth over the life of a new office lease (7-10 years). However, as they are in a dynamic and volatile market it is difficult for them to make projections over that full time frame. For the purpose of this report, Synergis has projected to 2015 and a conservative extended projection has been assumed beyond that.


SY NEW QUAKERTOWN Department

2013

2015 Projection

Extended Projection

EDS Executive Leadership Sales Marketing Solutions Engineering Help Desk 100% remote SUBTOTAL (excluding remote)

2 9 14 1 12 2 4 40

2 9 20 3 17 2 5 53

2 11 24 4 21 3 8 65

SSD Executive Leadership Sales Marketing Solutions Engineering Project Management QA Product Management Development Application Engineering Help Desk 100% remote SUBTOTAL (excluding remote)

2 2 5 2 1 2 8 3 10 2 5 14 42

2 2 9 4 3 2 9 4 10 4 6 24 55

2 2 11 5 4 3 11 5 12 5 8 24 68

SHARED RESOURCES Executive Leadership Finance IS Operations SUBTOTAL (excluding remote)

2 2 3 3 3 13

2 2 4 3 3 14

2 3 5 4 4 18

TOTAL (excluding remote)

95

122 28.4%

151 58.9%

% Growth

SYNERGIS TECHNOLOGIES | Project Case Study

Staffing projections for 2015 were provided by Synergis. In order to take a longer view of growth over a 10 year lease, the same projections were doubled. This is most likely a conservative projection approach. In the event that growth exceeds this projection interior reconfiguration or expansion may be required.

Page 19 |19


SSD SHARED RESOURCES EDS

PROGRAM RELATIONSHIPS As we develop our understanding of the many program relationships at Synergis we start with a three dimensional representation of the organizational structure. As we start to test fit the program to the existing building, we will develop multiple relationship diagrams which help to guide the conceptual planning.


SYNERGIS TECHNOLOGIES | Project Case Study

Page 21 |21


What these Trends Mean for Work and the Workplace Implication 1: The Continued Distribution of Workplaces These five trends will push work and workplaces to be more global across time zones, distributed within regions, and personalized. Centralized offices are not going away; however, they will be different, with a

A CHANGING WORKPLACE

greater variety of work settings to support a greater diversity of need. The corporate office will transition to a meeting or collaboration center for critical face-to-face meetings, such as customer sales and training, intensive work sessions and social events.

Mobile Workers in the US

Corporate offices are already shifting away from emphasizing solo work, turning the MOBILITY percentage of personal space from 60%nimble to 30% of the floor plan. This shift enables Synergis is already a fairly business relative to mobility

as of the checking email, doing some quick personal work, or making a phone call in between staff work from home or an otherwise remote location more than one meetings. exceptions be high-costcontinues resources such as R&Dworking laboratories and dayThe a week. As will technology to make remotely customer sales centers. Synergis will most likely see more and more staff more effective asking and opting to work remotely. In combination with more of a Implication 2: The Challenge Keeping Workers Engaged Connected national presence thisofcould have significant longand term impacts on the office functions. Withof growth over time move towards a Whenhow I interviewed a senior vice president human resources for aalarge technology distributed work environment composed of dedicated work stations, company about its remote workers, he asked, “How do we make sure that the desk sharing workspace maywith be his/her appropriate. employee in their fuzzy and bunnyfree-address slipper and pajamas is still engaged meetings of different degrees of formality sizesremote with drop-in workstations for there are a good number of and 100% workers and many

Millions 70 60 50 40 30 20 10

co-workers and with our company?” Indeed, this may be a growing concern as more

0

2008

2016 (projected)

By 2016, 63 million Americans are expected to telecommute, representing 43% of all US workers. Another study indicates that over next five years, white collar workers plan to increase their time working remotely by 50%, resulting in average white collar workers spending 30% of their time working out of the central office. Based on Forrester Research, US Telecommuting Forecast, 2009 and The Future of Work, Adobe Systems, May 13, 2009

DEMOGRAPHICS workers spend part of their time away from the office. This is a problem from the

The professional in the US is going to experience organization’s perspective, landscape but it’s a problem for employees as well. People identifyprofound themselves their the worknext and with their work and still want to engage shiftsbyover 10 years; a groups, peak and then decline in with the

Baby others, to meet and to catch up majority. on each others’ livesthat and families. The question is highest Boomer generation While generation values how and where will theyprivacy do this asthe more workers work remotely and function and younger generations X rarely and meet Y as well as othersMillenials face-to-face.are more focused on collaboration and work-life balance. This makes for a multigenerational melting pot of values and needs; That senior vice president was right to be concerned about employee engagement. while the aging workforce must be recognized the younger generations In our research, we found that 30% of the technology company’s employees were demand different qualities for talent acquisition and retention. mobile workers, and many rarely returned to the office once they were “untethered.” As more and more people worked away from that company’s central office, there

The graphics and information on this spread are from a 2010 whitepaper by Knoll Workplace Research entitled “Generational Preferences: A “magnet spaces” to entice employees: formal and informal collaboration areas, Glimpse into the Future Office” hoteling workstations, and destination resource centers with copiers, supplies, etc. were fewer and fewer colleagues left to visit. In response, the company is creating

To be successful, the initiative will need to link the physical design solution with technological and work policies (as outlined in implication 4: “Adopting New Work Practices”). As many workers become tightly connected to globally dispersed work teams, where there is no convenient place to meet other team members, they will have to start relying more on technologies such as video conferencing and social media or plan occasional face-to-face meetings to keep in touch with others. However, it remains to be seen whether these tools will be sufficient to engender the social trust necessary for effective team collaboration.


members (green bars, Figure 3, and Table 3). They rate security, comfort

2. Security Generation Y

Engaging workplace

and casual interaction about equivalent in importance. They reserve their

Meeting spaces

lowest ratings for quality of meeting spaces (see Figure 3 and Table 3).

Fig 3. Importance of workspace features by generation Each generation rates the importance of individual workspace features differently. An engaging workplace is most important to Generations Y and X, and acoustic privacy and having good meeting spaces are the most important feature for Baby Boomers. The data displayed in Figure 3 was calculated in the following manner. For each workspace feature (such as “engaging workplace”) the importance rating scores from each generation were added together to create an overall importance score. In Figure 3, the scores for each generation are displayed as relative percentages of the total importance score for that feature. Thus, Figure 3 shows the relative percentage contribution of each generation to the overall importance score for that feature. 100% 90% 80% 70% 60% 50% 40% 30% 20% Gen Y

10%

Gen X Boomer

0%

Silent Engaging Workplace

orkers aged 16 to 24, is

ent in 2008 to 12.7 percent

oup, those between 25 and

Support for Casual Interaction

Physical Comfort

25% 21.6

22.1

23.9

23.3

22.7 20.8

20%

e will be enough jobs for

ill be rewarding enough the shortage of workers

15%

20.6 18.1

14.3 12.7

10%

5%

projected increase in job the available jobs.

on will have to pay more

workers. According to

lle, there are advantages

b hop as much, are

nd the work, have more

work as often. In addition,

0

16 to 24

2008

25 to 34

35 to 44

45 to 54

Quality of Meeting Spaces

Generational Preferences Page 6

Percent of US Labor Force, by Age Group

to leap from 18.1 percent

ng the same period.”10

Acoustic Privacy

© 2010 Knoll, Inc.

om 67.7 percent of the labor

. Workers aged 55 years

Safety and Security

55 and older

2018 (projected)

By late in this decade, almost a quarter of the US workforce will SYNERGIS TECHNOLOGIES | Project Case Study be 55 or older, a dramatic increase over the past. The percentage of younger workers, ages 25-34, will also rise—albeit at a smaller rate.

“These changing priorities will drive a fundamental shift in office design, away from merely supporting work function and process. Future workspace will need to provide a consistent, engaging, work “experience” that supports a wide choice of work styles and seamless flow of work, regardless of location.” -Knoll Workplace Research, “Generational Preferences: A Glimpse into the Future Office”, 2010 Page 23 |23


DEPARTMENT NEEDS ANALYSIS SYNERGIS ENGINEERING DESIGN SOLUTIONS (EDS) 1. EXECUTIVE - The current executive structure for EDS includes the VP of EDS and the Senior Director of Professional Services and Information Systems. It is important that these roles have private offices with space to meet with small groups of 2-3. They should be close to the staff and Directors but not so accessible that they are constantly interrupted. 2. MARKETING - Currently the EDS marketing team is composed of a director and an assistant and located adjacent to the Sales team. They already collaborate with the SSD marketing group and anticipate more collaboration when they are under the same roof. Marketing needs to be near the Sales team. 3. SALES a. Leadership - The sales leadership is composed of a group of Directors. Currently they sit amidst the general sales staff except for the Director of Sales who requires frequent privacy. The Sales leadership group travels frequently and works remotely often. a. Staff - The sales staff currently sits in an open office area which is limited to just sales personnel. Their roles require lots of phone conversations and the need for frequent unscheduled collaboration. It is important for the sales team to have a connection to the Solutions Engineers. 4. SERVICES a. Project Managers - The Services PM’s are divided between AEC and Manufacturing. They currently are in private offices. This is important as they frequently have private conversations with staff.


a. Solutions Engineers - On the business development side SE’s are involved with the Sales team crafting presentations but spend a lot of their time on the road giving presentations to clients. On the client side SE’s spend time preparing for or administering training to clients. Internal collaboration is frequent and informal. They also collaborate frequently with Sales and prefer for Sales to come to them. a. Helpdesk - The current helpdesk staff is small - one for AEC and one for manufacturing. As they spend lots of time on the phone, a private space for the helpdesk would be best. It is also important that clients on the phone do not overhear other conversations going on. This is a high stress customer service position so opportunities for decompression should be readily accessible. In addition to customer support, Helpdesk staff also spend time prepping computers for training. SYNERGIS SOFTWARE (SSD) 1. EXECUTIVE - The SSD executive structure is split between Sales & Marketing and Research & Development. The two VP offices are currently in a remote location, detached from most of their departments and staff. As such they move about the office frequently and meet with groups in their offices. This is also in response to the lack of collaborative space in their building. Similar to EDS executives they will need to be a comfortable distance from their staff and near collaborative space. 2. P RODUCT MANAGEMENT - The product management group is composed of several leadership positions which essentially manage the strategic development of SSD’s core product, Adept. Although they manage the product’s development they do not have direct reports. They are intended to be the link between sales, marketing and the engineers. To encourage collaboration their location should be in the middle of the various departments. Currently the Product managers all sit in private offices. They feel that this works well for them as they are able to isolate themselves and focus on their work. 3. MARKETING - The SSD marketing group currently functions with several remote workers. As such they have frequent remote collaboration in addition to face to face collaboration with those in the office. They anticipate more collaboration with EDS when the two businesses are in the same building. Marketing would like to take on more interns but have been unable to do so due to current space limitations. 4. SALES - The sales group for SSD functions quite differently than EDS. This group is all in private offices and conduct most of their business from their desks. They feel that they would have difficulty doing their work in open offices but do feel that they could work in smaller offices if they had better and more available collaborative spaces. The most frequent collaborators are the marketing, project managers and applications engineers. SYNERGIS TECHNOLOGIES | Project Case Study

Page 25 |25


5. SERVICES a. Project Managers/Custom Programming - Functions as the bridge between sales and the core development of the program. More important to be located near the developers. b. Solutions Engineers - Closely tied to sales as they are the ones making demos and presenting to clients. Works closest with Sales and Marketing and Product Managers but also with Custom Programming to determine capabilities of customization. c. Application Engineers - Mostly remote workers on site with clients. Need plenty of space to layout when in the office though. Deal almost exclusively with clients. When in the office on the phone most of the time. Not critical to be near anybody in particular. 6. DEVELOPMENT a. Leadership - The director of development requires a private office due to administrative/management tasks. Also director of QA and Support. b. Developers - Highly individualized group with varying work styles. Many prefer to be heads down and isolated while others are more collaborative. Currently all are in private offices or shared offices. Some listen to music. Not much informal collaboration - most occurs at scheduled meetings. Need better options for remote collaboration. No client interaction - only internal. c. Quality Assurance - This group is responsible for checking that software which has been developed meets the intent. Need to have close connection to helpdesk and be near the developers. Currently in shared offices and open offices. Could function in open offices if acoustics are manageable. d. Helpdesk - On the phone most days with clients offering tech support. Collaboration is key to their success but must not be disruptive to others on the phone. Currently in an open office which is isolated from other departments so as not to bother them.


SHARED RESOURCES 1. EXECUTIVE a. CEO and CFO - Currently the CEO and CFO are present in the office from time to time but they are anticipated to spend less time in the office in the coming years. They will need a home base in the office which is accessible when they are present. b. Director of Finance and Operations - As this role spans two departments it needs to be centrally located and accessible. 2. FINANCE - The finance team is currently split up in various places throughout the office. They do not collaborate across the board but do need to interact individually at different times. Visual and acoustic Privacy are needed as they all deal with some level of confidential information - even from each other at times. Should have relationship to reception for shipping and receiving. Currently dependent on physical file storage but moving away from that over time. Most work remotely at least one day a week. 3. INFORMATION SERVICES - Composed of hardware and software services. Software staff work remotely often. It is important that the IS department not have an open office because if they are overly accessible they will be overwhelmed by small service requests. Most critical is a functional computer lab/shop as they are frequently working on software and hardware of machines. They are not opposed to having this be something which is visible to the public. 4. HUMAN RESOURCES - This is a very acoustically and visually sensitive position as they deal with internal staff issues (including conflict) as well as interviewing. For staff issues the office should be accessible, but not in a location where visitors will be seen going there. Need comfortable meeting space in office. Need accessibility to public meeting areas as well. 5. OPERATIONS a. Reception - The reception location must be visually connected to the main entrance and key adjoining spaces. Additionally, the reception should be located close to a copy/work room as the receptionist is responsible for compiling training guides and interfaces with mail and deliveries. b. Operations - Currently operations is scattered across both the Kelly Road and California Road buildings. Ideally they should be collocated.

SYNERGIS TECHNOLOGIES | Project Case Study

Page 27 |27


NEW SPACE TYPES COLLABORATIVE SPACES 1. CONFERENCE ROOM - Large, formal meeting room to accommodate 12-15 people seated around a conference table. Unofficially the room should accommodate 25-30 people at full capacity (additional seats and standing room). A retractable wall providing expansion to an adjacent circulation space should be considered for larger group capacity. Presentation capabilities required - consider drop down projector and screen to allow for maximum size display, whiteboards or whiteboard surface, potential distance collaboration tool (whiteboard/smartboard). Teleconference system. This conference room should be part of deliberate guest circulation path from reception through the office. This conference room should either be located near the guest coffee bar or have one located adjacent to or internal to the space. 2. MEETING ROOM - This secondary conference room may be located on the second level. It will be more formal than work rooms but less so than the main conference room. It can be used for less formal client meetings or larger internal meetings. Should be sized to accommodate 8-12 people seated around a conference table. Unofficially the room should accommodate 15-25 people at full capacity (additional seats and standing room). A retractable wall providing expansion to an adjacent circulation space should be considered for larger group capacity. Presentation capabilities required - consider drop down projector and screen to allow for maximum size display, whiteboards or whiteboard surface, potential distance collaboration tool (whiteboard/smartboard). Teleconference system.


3. WORK ROOMS - Medium room with a work table providing a presentation spaces for 5-8 people or a workspace for 3-4. Presentation capabilities required - Wall mounted flatscreen for presentations and/or teleconferencing, whiteboard. 4. BREAKOUT ROOMS - Small informal rooms to accommodate 3-4 people. Seating should be low and soft, coffee table instead of a work table. Medium display monitor or wall mounted flat screen for presentation review or teleconferencing. Minimum of (1) breakout room or breakout workspace per department. 5. BREAKOUT WORKSPACES - Worktables for 3-6 people at either seat or stool height distributed throughout workspaces. Minimum of (1) breakout room or breakout workspace per department. 6. OPPORTUNITY SPACES - Informal seating arrangements or standing counters sprinkled throughout the office to facilitate impromptu conversations and collaborations for 2-3 people.

SYNERGIS TECHNOLOGIES | Project Case Study

Page 29 |29


WORK SPACES 1. EXECUTIVE - Private offices for senior leadership. These rooms should provide acoustic privacy and visual privacy for HR and possibly finance. Should be sized appropriate for an informal seating area for 2-3 in addition to the workstation. Should have access to shared leadership collaboration areas. 2. DEPARTMENT LEADERSHIP - Directors and other leadership roles below the executive level should have private offices near their supporting staff. Office should be adjacent to a breakout room or workspace appropriate to the scale of key collaboration needs. 3. PRIVATE OFFICE - Certain non-leadership roles may require private workspaces for visual or acoustic privacy and/or isolation. 4. DEPARTMENT SUITE - Some departments which are small groups but require acoustic isolation or separation may function best in suites as opposed to being in open seating amidst other departments. This will allow for the benefits of intradepartmental collaboration while maintaining necessary separation from others. Suites may be separate rooms or open spaces separated from others by distance or intervening spaces/rooms. 5. OPEN OFFICE - Flexible spine based system which can provide panel type amenities while being able to easily shift and adapt as work styles and space needs evolve. Open seating areas will be arranged in to department “neighborhoods� which are separated by distance or intervening spaces/rooms to provide necessary acoustic isolations. 6. MOBILE - Unassigned workspaces for mobile workers or other staff. This can range from communal table or bars to small workstations. Combination of unassigned and reservation based spaces is recommended. 7. PODS - Unassigned micro workspace for 1-2 people. Acoustic isolation for quiet working or private phone calls. Phone must be provided. More like a generous phone booth than a private office. 8. FOCUS ROOM - Public work room for individuals. Combination of informal seating and desking. A distinctive space where one can be away from their personal workstation, around others but not be bothered.

SYNERGIS TECHNOLOGIES | Project Case Study

Page 31 |31


PUBLIC SPACES - STAFF 1. CAFE - The cafe is the social hub of the office. It is a place for food preparation and eating meals but also a place to return to throughout the day for collaboration or individual work. Informal bar height seating for individuals and small groups should be balanced with table seating for groups as well and lounge seating arrangements. The cafe is also the place where the entire staff can gather for informal events or announcements. The cafe need not be an enclosed room; it could be an open space which is part of a circulation network. If possible the cafe should have the ability to flow outdoors in pleasant weather. 2. KITCHENETTE/COFFEE BAR - A small kitchenette/coffee bar should be provided on the second level. This should not be a place to eat meals, but more of a place for a quick beverage, snack or break. It is important for office culture and unexpected collaboration for the main cafe to be the hub. 3. BREAK ROOM - This space should offer staff a place to go to blow off some steam or decompress from their immediate work tasks. It should be a fun place to build relationships with colleagues. Possible activities include: billiards, video games, TV/movies, ping pong, etc. This space should be accessible to children if and when they are in the office. As such it should be visually transparent from nearby remote workstations. 4. RELAXATION ROOM - This room can be used for meditation, relaxation or sleeping if necessary. It should be very quiet and peaceful with natural light for those who want it and solar control for those who do not. This space should be located near the changing rooms and showers. 5. EXERCISE ROOM - This facility is not intended to take the place of a full commercial gym for staff who are on sophisticated fitness plans. Rather it is directed towards those with unpredictable schedules who are unable to regularly schedule exercise. This space should be located near the changing rooms and showers. Preliminary equipment list includes (4) treadmills, (2) spinners, (2) ellipticals, floor space for people to bring their own trainers, a full dumbbell rack from 5 to 100 lbs, (2) inclinable flat benches, a “universal�, Bosu balls, and open floor space for stretching or core work. 6. LIBRARY - A library is needed to house promotional material, reference material and valuable archive documents. This could double as work or breakout space or be combined with the Focus Room

SYNERGIS TECHNOLOGIES | Project Case Study

Page 33 |33


PUBLIC SPACES - CLIENTS 1. RECEPTION - A greeting space for visitors, the reception area should be visibly recognizable from the entry to the office. The seating space should be comfortable and inviting yet practical and useful. The reception desk should have clear visual control over the entrance to the office and the seating. The reception area is the first introduction to the office and should include Synergis branding as well as peek in to the working areas. It should be part of a deliberate guest circulation path which includes coat room, coffee bar and training rooms. 2. COFFEE BAR/GUEST LOUNGE - A beverage center and lounge space should be provided for guests visiting the office for training. 3. TRAINING ROOMS - This series of training rooms should be expandable to each other for large events. The rooms themselves should be comfortable yet enlivening as clients will often spend most of a day there. They will need flexible, reconfigurable furniture and technology to support learning - whiteboards, ceiling mounted projectors and screens. SUPPORT SPACES 1. COAT ROOMS - A guest coat room should be provided adjacent to the reception area. There should be an additional staff coat room on each floor. 2. WORK ROOM(S) - The work room should include copiers, printers, mailboxes, office supplies, etc. An unobstructed work surface is needed for document organization and layout. Depending on the layout of the full office this could be a central space or several smaller distributed hubs.


3. PRODUCTION ROOM - This room is for the production of training videos and other multimedia presentations. It must be visually and acoustically isolated and contain the lighting and technology necessary for the production types. 4. TECHNOLOGY ROOM - Server and telecommunications racking, technology storage and computer work area for hardware and software installation. As Synergis is a software company, the technology room should be featured and visible (to a controlled extent). 5. MOTHERING ROOM - A lockable room with a small refrigerator and visual privacy for nursing mothers. When not in active use, management can authorize it’s use as a breakout room. 6. SHOWER/CHANGING ROOM(S) - These gender specific rooms should be connected to one of the sets of bathrooms in the building. They should include lockers and changing areas. 7. STORAGE ROOMS - Storage should be incorporated with specific functional spaces whenever possible. As such, only one general storage room should be provided. It can be a place to store furniture parts and pieces, promotional goods, etc. 8. JANITOR’S CLOSETS - should be located a minimum of (1) per floor adjacent to bathrooms. 9. MAINTENANCE ROOM - The size and location of the maintenance room will be dependent on the relationship with the owner of the building and the extent to which Synergis will be maintaining their space. For planning purposes a modest area has been allocated.

SYNERGIS TECHNOLOGIES | Project Case Study

Page 35 |35


PROGRAM AREA REQUIREMENTS Synergis is planning a move from multiple buildings which include workstations of types and styles ranging from very large private offices to rather compact open offices. As such there is not a one-size-fits all approach to developing the quantitative program. Additionally since there are similar positions in the two current buildings with different workstations (private office vs. open workstation) there is some degree of compromise which should be considered for the new office. In efforts to help steer the decision making process multiple program models have been developed. The intent of this is to allow Synergis to see how different conceptual approaches affect individual areas as well as the bottom line. TRADITIONAL MODEL The traditional model favors individual space over collective space. This approach is similar to the current set up at the Kelly Road office but includes more amenity type spaces. Individual workspaces are either private offices or suites (large shared offices). This yields the greatest degree of privacy for the individual employee. However, this approach does make collaboration an act which requires planning and effort as opposed to something which happens fluidly. As more space is allocated to each workstation some amenity spaces are reduced. Additionally, as perimeter space is devoted to offices and rooms circulation space becomes difficult to provide natural light and views to. The overall circulation factor is low but the overall program square footage ends up being highest.


DISTRIBUTED MODEL This model favors collaboration and amenity space over dedicated personal space. In this approach, workstations are small - either small private offices or compact open workstations. They are separated frequently by collaborative and/or amenity spaces to create “neighborhoods� of open work areas. With exceptions for certain positions privacy is understood as something which is reached by going to designated private areas when necessary. In this model collaboration is spontaneous and frequent and amenity spaces are recognized as areas for work and not just play. As a result of the open work areas circulation as a percentage is high. However, the overall program area and area per seat is lowest. If this model proves to be too aggressive of an approach to area per seat reduction and open space maximization it could be looked at as a more suitable long term goal. As Synergis grows over time they may find it more practical to densify instead of expand. This may involve reduced workstation size (achieved through reconfiguration) as well as desk sharing and free address (unassigned) desking. TRANSITIONAL MODEL This model borrows from both the Traditional and Distributed models. It utilizes private offices of varying sizes, suites and open workstations. In general the workspace area per seat is higher than the Distributed allocations. Circulation percentage remains high and the amenity spaces land in between the other two models. This may be a good approach for Synergis as it is not as aggressive a shift as moving towards the distributed model. CONCLUSION After discussing the various program models with the Synergis leadership team there was recognition of the benefits of a distributed model as well as the need for some elements of the transitional model. it was recommended by the deisgn team that for concept design pruposes the Transitional model be studied further.

SYNERGIS TECHNOLOGIES | Project Case Study

Page 37 |37


NEW Q 18 South 5th Stret, Qu

TRADITIONAL MODEL Quantitative Area Recommendation PROGRAMProgram AREA WORKSHEET - TRADITIONAL MODEL This model favors individual privacy over collaborative workspaces. Less space is allocated to major collaborative spaces such as the cafĂŠ DEPARTMENT AREA RANGE (sf)

QTY WORKSPACES-EDS Executive Leadership Sales Marketing Solutions Engineering Help Desk Unoccupied 100% remote SUBTOTAL (not including remote)

2 123-196 9 34-124 14 127-160 1 69 12 33-34 2 34-68 17 33-112 4 0 57

WORKSPACES-SHARED RESOURCES Executive Leadership Finance IS Operations 100% remote SUBTOTAL (not including remote)

13

WORKSPACES - SSD Executive Leadership Sales Marketing Solutions Engineering Project Management QA Product Management Development Application Engineering Help Desk Unoccupied 100% remote SUBTOTAL (not including remote)

2 206 2 109-165 5 127-160 2 77-129 1 79 2 83-130 8 69-75 3 57-122 10 52-83 2 71 5 69-72 2 75-77 14 0 44

WORKSPACES SUBTOTAL

2 2 3 3 3

65-150 92-142 67-101 90-147 48

114

 REDUCE | REUSE | RECYCLE | Re:Vision.

EXTENDED PROJECTION - TRADITIONAL 2013 2015 PROJECTION - TRADITIONAL AVG UNIT TOTAL UNIT TOTAL UNIT TOTAL AREA AREA % AREA AREA % AREA AREA % (sf) (sf) TOTAL QTY TYPE (sf) (sf) TOTAL QTY TYPE (sf) (sf) TOTAL

160 84 53 69 34 51 44 0 51

319 752 493 69 404 102 746 0 2,885

11% 26% 17% 2% 14% 4% 26%

108 117 82 110 48

215 234 245 331 144

90

1,169

6%

14

206 131 138 103 79 106 72 88 62 71 70 76 0 96

412 392 691 206 79 213 651 263 680 142 348 152 0 4,229

10% 9% 16% 5% 2% 5% 15% 6% 16% 3% 8% 4% 0% 21%

2 2 9 4 3 2 9 4 10 4 6 4 24 59

8,283

40%

128

14%

2 9 20 3 17 2 2 5 55

Executive Leadership Private Private Suite Suite Mobile

2 2 4 3 3

Executive Leadership Private Private Private

Executive Leadership Private Private Private Private Suite Private Private Suite Suite Mobile

200 150 100 100 75 75 50

200 150 100 100 100

200 150 100 100 100 100 75 100 100 75 75 50

400 1350 2000 300 1275 150 100

Executive Leadership Private Suite Suite Suite Mobile

5,575

2 11 24 4 21 3 4 10 69

400 300 400 300 300

2 3 5 4 4

Executive Leadership Private Private Private

1,700

18

400 300 900 400 300 200 675 400 1000 300 450 200

2 2 11 5 4 3 11 5 12 5 8 10 34 78

5,525 12,800

43%

165

200 150 100 75 75 75 50

400 1650 2400 300 1575 225 200 6,750

200 150 100 100 100

400 450 500 400 400 2,150

Executive Leadership Private Private Private Private Suite Private Private Suite Suite Mobile

200 150 100 100 100 100 75 100 100 75 75 50

400 300 1100 500 400 300 825 500 1200 375 600 500 7,000 15,900

45%


SYNERGIS DEPARTMENT AREA RANGE (sf)

QTY COLLABORATION SPACES Executive Conference Room Meeting room Work Room Breakout Room Breakout Workspace Pods Focus Room SUBTOTAL

2013 2015 PROJECTION - TRADITIONAL EXTENDED PROJECTION - TRADITIONAL AVG UNIT TOTAL UNIT TOTAL UNIT TOTAL AREA AREA % AREA AREA % AREA AREA % (sf) (sf) TOTAL QTY TYPE (sf) (sf) TOTAL QTY TYPE (sf) (sf) TOTAL

513 865 263 90

1 3 2 1

1,731

PUBLIC SPACES-CLIENTS Reception Guest Lounge/Coffee Training Room SUBTOTAL

2 1 3

PUBLIC SPACES-STAFF Café Kitchenette/coffee bar Break Room Relaxation Room Exercise Room SUBTOTAL

532 25 1094 1,651

1 2

140

3 1 5

44

1

PROGRAM SUBTOTAL CIRCULATION CONTINGENCY

1 1 4

42.5% of program

TOTAL SQUARE FOOTAGE PER SEAT

1 1 1 1 1

800 150 400 100 700

4%

2 2 1 1 1 1 4 2 2 1

323 175 87 1,817

9%

14,401 6,122

30%

20,523 293

500 250 400

8%

327 329 576

7 4

500 350 250 100 125 50 300

8%

640 279

919

SUPPORT SPACES Coat Room Work Room Video Production Room Technology Room Mothering Room Storage WC Shower & Changing Room Janitorial Maintenance SUBTOTAL

1 1 3 2 2 3 0

100 300 300 500 80 500 150 150 20 200

30% of program 10% of program

500 350 750 200 250 150 0 2,200

500 250 1600 2,350

800 150 400 100 700 2,150

1 1 4 3 3 3 1

500 350 250 100 125 50 300

7% 1 1 4

500 250 400

8% 1 1 1 1 1

1000 150 400 100 700

7%

200 600 300 500 80 500 600 300 40 200 3,320

3 2 1 1 2 1 4 2 2 1 11%

22,820 6,846 2,282

23% 8%

100 300 300 500 80 500 200 150 20 200

30% of program 10% of program

29,666 232

Note: Traditional and Distributed models assumes that any 2013 employee who is 100% out of the office will not have a dedicated work station in the new office Distributed (aggressive) model assumes that any 2013 employee who is more than 60% out of the office will not have a dedicated work station in the new office SYNERGIS TECHNOLOGIES Project Case Study All models assume retirement of current| CFO.

© Re:Vision133 Grape Street, Philadelphia, PA 19127

:

www.revisionarch.com

:

T:215.482.1133

500 350 1000 300 375 150 300 2,975

8%

500 250 1600 2,350

7%

1000 150 400 100 700 2,350

7%

300 600 300 500 160 500 800 300 40 200 3,700

10%

27,275 8,183 2,728

23% 8%

35,458 215

Page 39 |39


NEW Q 18 South 5th Stret, Qu

DISTRIBUTED MODEL Quantitative Area Recommendation PROGRAMProgram AREA WORKSHEET - DISTRIBUTED WORK MODEL This model favors collaboration and amenities over private offices. Less space is allocated to workstations while more is directed towards circulation, collaborative and amenity spaces.. DEPARTMENT AREA RANGE (sf)

QTY WORKSPACES-EDS Executive Leadership Sales Marketing Solutions Engineering Help Desk Unoccupied 100% remote SUBTOTAL (not including remote)

2 123-196 9 34-124 14 127-160 1 69 12 33-34 2 34-68 17 33-112 4 0 57

WORKSPACES-SHARED RESOURCES Executive Leadership Finance IS Operations 100% remote SUBTOTAL (not including remote)

13

WORKSPACES - SSD Executive Leadership Sales Marketing Solutions Engineering Project Management QA Q Product Management Development Application Engineering Help Desk Unoccupied 100% remote SUBTOTAL (not including remote)

2 206 2 109-165 5 127-160 2 77-129 1 79 2 83-130 8 69-75 3 57-122 10 52-83 2 71 5 69-72 2 75-77 14 0 44

WORKSPACES SUBTOTAL

2 2 3 3 3

65-150 92-142 67-101 90-147 48

114

 REDUCE | REUSE | RECYCLE | Re:Vision.

2013 2015 PROJECTION - DISTRIBUTED 2 EXTENDED PROJECTION - DISTRIBUTED 2 AVG UNIT TOTAL UNIT TOTAL UNIT TOTAL AREA AREA % AREA AREA % AREA AREA % (sf) (sf) TOTAL QTY TYPE (sf) (sf) TOTAL QTY TYPE (sf) (sf) TOTAL

160 84 53 69 34 51 44 0 51

319 752 493 69 404 102 746 0 2,885

11% 26% 17% 2% 14% 4% 26%

108 117 82 110 48

215 234 245 331 144

90

1,169

6%

14

206 131 138 103 79 106 72 88 62 71 70 76 0 96

412 392 691 206 79 213 651 263 680 142 348 152 0 4,229

10% 9% 16% 5% 2% 5% 15% 6% 16% 3% 8% 4% 21%

2 2 9 4 3 2 9 4 10 4 6 6 24 61

8,283

40%

132

14%

2 9 20 3 17 2 4 5 57

Executive Leadership Open Suite Open Suite Mobile

2 2 4 3 3

Executive Leadership Private Suite Suite

Executive Leadership Open Suite Open Open Suite Private Open Suite Suite Mobile

125 80 50 50 50 50 25

125 80 80 50 50

125 80 50 50 50 50 50 80 50 50 50 25

250 720 1000 150 850 100 100

Executive Leadership Open Suite Open Suite Mobile

3,170

2 11 24 4 21 3 6 10 71

250 160 320 150 150

2 3 5 4 4

Executive Leadership Private Suite Suite

1,030

18

250 160 450 200 150 100 450 320 500 200 300 150

2 2 11 5 4 3 11 5 12 5 8 10 34 78

3,230 7,430

29%

167

125 80 50 50 50 50 25

250 880 1200 200 1050 150 150 3,880

125 80 80 50 50

250 240 400 200 200 1,290

Executive Leadership Open Suite Open Open Suite Private Open Suite Suite Mobile

125 80 50 50 50 50 50 80 50 50 50 25

250 160 550 250 200 150 550 400 600 250 400 250 4,010 9,180

31%


SYNERGIS DEPARTMENT AREA RANGE (sf)

QTY COLLABORATION SPACES Executive Conference Room Meeting room Work Room Breakout Room Breakout Workspace Pods Focus Room SUBTOTAL

2013 AVG UNIT TOTAL AREA AREA (sf) (sf)

1 731 1,731 2 1 3

PUBLIC SPACES-STAFF Café Kitchenette/coffee bar Break Room Relaxation Room Exercise Room SUBTOTAL

532 25 1094 1,651

1 2

140

3 1 5

44

1

PROGRAM SUBTOTAL CIRCULATION CONTINGENCY

42 5% 42.5%

TOTAL SQUARE FOOTAGE PER SEAT

500 350 250 100 125 36 300

1 1 4

500 250 400

8% 1 1 1 1 1

1000 150 400 100 700

4%

2 2 1 1 1 1 4 2 2 1

323 175 87 1,817

9%

14,401 6 122 6,122

30%

20,523 293

UNIT AREA (sf)

8%

327 329 576

7 4

TYPE

1 1 4 3 2 10 1

640 279

919

SUPPORT SPACES Coat Room Work Room Video Production Room Technology Room Mothering Room Storage WC Shower & Changing Room Janitorial Maintenance SUBTOTAL

% TOTAL QTY

513 865 263 90

1 3 2 1

PUBLIC SPACES-CLIENTS Reception Guest Lounge/Coffee Training Room SUBTOTAL

2015 PROJECTION - DISTRIBUTED 2

100 300 300 500 80 500 150 150 20 200

40% of program 10% of program

TOTAL AREA (sf)

500 350 1000 300 250 360 300 3 060 3,060

500 250 1600 2,350

1000 150 400 100 700 2,350

EXTENDED PROJECTION - DISTRIBUTED 2

% TOTAL QTY

TYPE

1 1 5 4 3 10 1

500 350 250 100 125 36 300

12% 1 1 4

500 250 400

9% 1 1 1 1 1

1300 150 400 100 700

9%

200 600 300 500 80 500 600 300 40 200 3,320

3 2 1 1 2 1 4 2 2 1 13%

18,510 7 404 7,404 1,851

29% 7%

100 300 300 500 80 500 200 150 20 200

40% of program 10% of program

25,914 196

Note: Traditional and Distributed models assumes that any 2013 employee who is 100% out of the office will not have a dedicated work station in the new office. Distributed (aggressive) model assumes that any 2013 employee who is more than 60% out of the office will not have a dedicated work station in the new office. SYNERGIS TECHNOLOGIES Project Case Study All models assume retirement of current|CFO.

© Re:Vision133 Grape Street, Philadelphia, PA 19127

:

www.revisionarch.com

:

T:215.482.1133

UNIT AREA (sf)

TOTAL AREA (sf)

% TOTAL

500 350 1250 400 375 360 300 3 535 3,535

12%

500 250 1600 2,350

8%

1300 150 400 100 700 2,650

9%

300 600 300 500 160 500 800 300 40 200 3,700

12%

21,415 8 566 8,566 2,142

29% 7%

29,981 180

Page 41 |41


NEW Q 18 South 5th Stret, Qu

TRANSITIONAL MODEL Quantitative Area Recommendation PROGRAMProgram AREA WORKSHEET - TRANSITIONAL MODEL This model favors borrows elements of Traditional and Distributed models focusing more on collaborative space but using large open work spaces DEPARTMENT AREA RANGE (sf)

QTY WORKSPACES-EDS Executive Leadership Sales Marketing Solutions Engineering Help Desk Unoccupied 100% remote SUBTOTAL (not including remote)

2 123-196 9 34-124 14 127-160 1 69 12 33-34 2 34-68 17 33-112 4 0 57

WORKSPACES-SHARED RESOURCES Executive Leadership Finance IS Operations 100% remote SUBTOTAL (not including remote)

13

WORKSPACES - SSD Executive Leadership Sales Marketing Solutions Engineering Project Management QA Product Management Development Application Engineering Help Desk Unoccupied 100% remote SUBTOTAL (not including remote)

2 206 2 109-165 5 127-160 2 77-129 1 79 2 83-130 8 69-75 3 57-122 10 52-83 2 71 5 69-72 2 75-77 14 0 44

WORKSPACES SUBTOTAL

2 2 3 3 3

65-150 92-142 67-101 90-147 48

114

 REDUCE | REUSE | RECYCLE | Re:Vision.

2013 2015 PROJECTION - TRANSITIONAL EXTENDED PROJECTION - TRANSITIONAL AVG UNIT TOTAL UNIT TOTAL UNIT TOTAL AREA AREA % AREA AREA % AREA AREA % (sf) (sf) TOTAL QTY TYPE (sf) (sf) TOTAL QTY TYPE (sf) (sf) TOTAL

160 84 53 69 34 51 44 0 51

319 752 493 69 404 102 746 0 2,885

11% 26% 17% 2% 14% 4% 26%

108 117 82 110 48

215 234 245 331 144

90

1,169

6%

14

206 131 138 103 79 106 72 88 62 71 70 76 0 96

412 392 691 206 79 213 651 263 680 142 348 152 0 4,229

10% 9% 16% 5% 2% 5% 15% 6% 16% 3% 8% 4% 21%

2 2 9 4 3 2 9 4 10 4 6 4 24 59

8,283

40%

128

14%

2 9 20 3 17 2 2 5 55

Executive Leadership Open Suite Open Suite Mobile

2 2 4 3 3

Executive Leadership Private Suite Suite

Executive Leadership Private Suite Open Private Suite Private Open Suite Suite Mobile

150 100 65 75 65 75 25

150 100 80 75 75

150 100 80 75 65 80 75 80 65 75 75 25

300 900 1300 225 1105 150 50

Executive Leadership Open Suite Open Suite Mobile

4,030

2 11 24 4 21 3 4 10 69

300 200 320 225 225

2 3 5 4 4

Executive Leadership Private Suite Suite

1,270

18

300 200 720 300 195 160 675 320 650 300 450 100

2 2 11 5 4 3 11 5 12 5 8 8 34 76

4,370 9,670

33%

163

150 100 65 75 65 75 25

300 1100 1560 300 1365 225 100 4,950

150 100 80 75 75

300 300 400 300 300 1,600

Executive Leadership Private Suite Open Private Suite Private Open Suite Suite Mobile

150 100 80 75 65 80 75 80 65 75 75 25

300 200 880 375 260 240 825 400 780 375 600 200 5,435 11,985

35%


SYNERGIS DEPARTMENT AREA RANGE (sf)

QTY COLLABORATION SPACES Executive Conference Room Meeting room Work Room Breakout Room Breakout Workspace Pods Focus Room SUBTOTAL

2013 2015 PROJECTION - TRANSITIONAL EXTENDED PROJECTION - TRANSITIONAL AVG UNIT TOTAL UNIT TOTAL UNIT TOTAL AREA AREA % AREA AREA % AREA AREA % (sf) (sf) TOTAL QTY TYPE (sf) (sf) TOTAL QTY TYPE (sf) (sf) TOTAL

1 3 2 1

513 865 263 90

1,731

PUBLIC SPACES-CLIENTS Reception Guest Lounge/Coffee Training Room SUBTOTAL

2 1 3

PUBLIC SPACES-STAFF Café Kitchenette/coffee bar Break Room Relaxation Room Exercise Room SUBTOTAL

1 2

532 25 1094 1,651

140

3 1 5

44

1

PROGRAM SUBTOTAL CIRCULATION CONTINGENCY

1 1 4

42.5%

TOTAL SQUARE FOOTAGE PER SEAT

1 1 1 1 1

1000 150 400 100 700

4%

2 2 1 1 1 1 4 2 2 1

323 175 87 1,817

9%

14,401 6,122

30%

20,523 293

500 250 400

8%

327 329 576

7 4

500 350 250 100 125 36 300

8%

640 279

919

SUPPORT SPACES Coat Room Work Room Video Production Room Technology Room Mothering Room Storage WC Shower & Changing Room Janitorial Maintenance SUBTOTAL

1 1 4 3 2 10 1

100 300 300 500 80 500 150 150 20 200

40% of program 10% of program

500 350 1000 300 250 360 300 3,060

500 250 1600 2,350

1000 150 400 100 700 2,350

1 1 5 4 3 10 1

500 350 250 100 125 36 300

11% 1 1 4

500 250 400

8% 1 1 1 1 1

1300 150 400 100 700

8%

200 600 300 500 80 500 600 300 40 200 3,320

3 2 1 1 2 1 4 2 2 1 11%

20,750 8,300 2,075

29% 7%

100 300 300 500 80 500 200 150 20 200

40% of program 10% of program

29,050 227

Note: Traditional and Distributed models assumes that any 2013 employee who is 100% out of the office will not have a dedicated work station in the new office Distributed (aggressive) model assumes that any 2013 employee who is more than 60% out of the office will not have a dedicated work station in the new office SYNERGIS TECHNOLOGIES Project Case Study All models assume retirement of current| CFO.

© Re:Vision133 Grape Street, Philadelphia, PA 19127

:

www.revisionarch.com

:

T:215.482.1133

500 350 1250 400 375 360 300 3,535

10%

500 250 1600 2,350

7%

1300 150 400 100 700 2,650

8%

300 600 300 500 160 500 800 300 40 200 3,700

11%

24,220 9,688 2,422

29% 7%

33,908 208

Page 43 |43


PROGRAMMING SUMMARY The intent of this OPR (Owner’s Project Requirements) report is to memorialize the foundational program planning undertaken for the relocation of the Synergis office. The findings of the document suggest that the building which is being considered for a major renovation will meet the project needs. The rentable area is approximately 42,000 square feet. There may be some selective demolition of existing building volumes to allow light deeper in to the space. The program models suggest that even with some removal of existing space that the programs will comfortably fit. Once the OPR is signed off on by Synergis the Design Team will begin conceptual investigations of the existing building. As noted in the previous section, the Design Team will be working with the Transitional model for the conceptual arrangements and layouts of spaces. Working with an existing building is different than new construction in that the design does not always fit the program as tightly; in the planning of the building there is a quest for a happy medium between what the program wants and what the existing building can yield. There is inevitably a push/pull on the program. Onward to design!


18 South 5th

PROGRAM AREA WORKSHEET - SUMMARY DEPARTMENT

WORKSPACES COLLABORATION PUBLIC SPACES-CLIENTS PUBLIC SPACES - STAFF SUPPORT SPACES

2015 EXTENDED 2015 EXTENDED 2015 EXTENDED TRADITIONAL TRADITIONAL TRANSITIONAL TRANSITIONAL DISTRIBUTED DISTRIBUTED TOTAL TOTAL TOTAL TOTAL TOTAL TOTAL TOTAL AREA (sf) % TOTAL AREA (sf) % TOTAL AREA (sf) % TOTAL AREA (sf) % TOTAL AREA (sf) % TOTAL AREA (sf) % TOTAL AREA (sf) % TOTAL 2013

8,283 1,731 1,651 919 1,817

40% 8% 8% 4% 9%

12,800 2,200 2,350 2,150 3,320

43% 7% 8% 7% 11%

15,900 2,975 2,350 2,350 3,700

45% 8% 7% 7% 10%

9,670 3,060 2,350 2,350 3,320

33% 11% 8% 8% 11%

11,985 3,535 2,350 2,650 3,700

35% 10% 7% 8% 11%

7,430 3,060 2,350 2,350 3,320

29% 12% 9% 9% 13%

9,180 3,535 2,350 2,650 3,700

31% 12% 8% 9% 12%

PROGRAM SUBTOTAL CIRCULATION CONTINGENCY

14,401 6,122

30%

22,820 6,846 2,282

23% 8%

27,275 8,183 2,728

23% 8%

20,750 8,300 2,075

29% 7%

24,220 9,688 2,422

29% 7%

18,510 7,404 1,851

29% 7%

21,415 8,566 2,142

29% 7%

TOTAL AREA PER SEAT

20,523 293

29,666 232

 REDUCE | REUSE | RECYCLE || Project Re:Vision. SYNERGIS TECHNOLOGIES Case Study

35,458 215

29,050 227

33,908 208

25,914 196

29,981 180

Page 45 |45


PREDESIGN In addition to the deveopment of the project program/OPR there was additional work that was necessary to secure Synergis Technologies as the anchor tenant for the Best Made Center. In addition to solving the architectural rubric that the project site had become, Re:Vision was challenged to demonstrate to Synergis that their two separate companies could unify under one roof.

>It’s no easy task to build organizational consensus under any circumstance. We made it even harder on ourselves by trying to do so by holding meetings in the abandoned warehouse. It took a lot of extension cords and folding chairs to make it happen but getting the group out of their office and in to the new/old building made for an exciting presentation!


SYNERGIS TECHNOLOGIES | Project Case Study

Page 47 |47


SITE DEVELOPMENT This was no easy buidling to figure out. After 100 years of expansions it took some subtraction to find architecure underneath and between the existing volumes.

The existing building is an aggregation of nearly 100 years of additions and renovations.

Portions of the existing building are selectively removed create open spaces on the site and reveal the original building form.


An addition is constructed between the existing buildings to mitigate four different floor levels.

SYNERGIS TECHNOLOGIES | Project Case Study

The resultant building presents itself as a series of masses focused around a central courtyard. The resultant feel is that of a campus.

Page 49 |49


CONCEPTUAL ENERGY ANALYSIS Part of what drove the subtractive approach to the building was early conceptual energy analysis. The most significant energy savings for a project are discovered at the largest scale of decision making.

Two subtractive versions of the existing building mass were analyzed to evaluate the energy use potential for each.


monthly cooling load

monthly heating load

The energy analysis showed that when comparing the two form options there was a 30% difference in energy use intensity (EUI).

SYNERGIS TECHNOLOGIES | Project Case Study

Page 51 |51


ORGANIZATIONAL CONCEPTS

WORK SPACE COLLABORATIVE SPACE AMENITY SPACE SUPPORT SPACE TRAINING SPACE

Before a lease could be signed and design work started, Synergis needed to understand how they might be able to fit in to the existing building. Using the building blocks in the organizational diagram (developed during the program, found earlier in this report) we developed a series of three dimensional diagrams to refine the buidling orgzanization down to the individual workstation and office.


As the plan began to develop square footage for the individual spaces was tracked through the buidling information model to ensure “space equity” amongst different categories of employees.

SYNERGIS TECHNOLOGIES | Project Case Study

Page 53 |53


DESIGN + CONSTRUCTION Given the nature of the overall project core and shell work commenced before the interior design was complete. As soon as the initial demolition was complete and the bones of the original building’s architecture were exposed Synergis was able to begin to visualize the richness of the space within. The design required a focused working group from Synergis and Gorski Engineering to meet a compressed schedule and fixed fit out budget with a complex existing space and project program.


SYNERGIS TECHNOLOGIES | Project Case Study

Page 55 |55


Re:Vision utilized the building information model to not just tour Synergis through the buidling virtually, but also to facilitate visualization and decision making for real time deisgn changes. SYNERGIS TECHNOLOGIES | Project Case Study

Page 57 |57


SYNERGIS TECHNOLOGIES | Project Case Study

Page 59 |59


COORDINATION, NOW! As the project was fast tracked design-build, Re:Vision did not document a full set of construction drawings. Communication and coordinattion were critical to the successful execution of the design intent. Again, the buidling information model proved an invaluable tool to communicating clearly the design intent to resolve complex issues.


SYNERGIS TECHNOLOGIES | Project Case Study

Page 61 |61


A NEW HOME After years of working with Gorski Engineering to find the right site or building, Synergis Technologies now has a new home. The new office is more than just new furnitiure, daylit spaces, collaboration rooms and the adapted reuse of the Best Made Center; it is a reflection of their culture and values and a place where the two arms of their company can begin to reconnect and ove forward as one.

< Synergisâ&#x20AC;&#x2122;s previous office space > Ribbon cutting ceremony


SYNERGIS TECHNOLOGIES | Project Case Study

Page 63 |63


SYNERGIS TECHNOLOGIES | Project Case Study

Page 65 |65


Synergis Technologies Case Study  
Read more
Read more
Similar to
Popular now
Just for you