king county metro’s worksmart program corenet … county metro’s worksmart program corenet...
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King County Metro’s WorkSmart Program
CoreNet Discovery Forum September 14, 2011
Sunny Knott
King County Metro Transit
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Why is King County involved?
Comprehensive Plan goals: Reduce greenhouse gas emissions Encourage healthful transportation options Move people and goods efficiently
Mitigation of construction activities
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How do we meet these goals?
Programs Commute Trip Reduction WorkSmart – telework support services
Products ORCA Passport /Choice Guaranteed ride home
Partnerships Downtown Transportation Alliance Transit Now Service Partnerships
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Defining Telework
Extends the workplace beyond the traditional office Is a voluntary arrangement and not an entitlement Is a management prerogative Maintains productivity in face of disasters Requires planning and consensus building Depends on technology Depends on management commitment
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Teleworking is not…
Always a full time arrangement
A replacement for child care or dependent care
Sending people home and never seeing or hearing from them again
A benefit
Always expensive
Work extension
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Telework Programs Save…
60% of GSA employees in DC worked during the 2010 snowstorms from home, while federal offices were closed.
Sun Microsystems saves $70 million a year in real estate alone
Best Buy, British Telecom, JD Edwards, and American Express show home-based employees to be 20-40% more productive than their office counterparts
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Return on Investment (ROI) Reduced need for new office space Reduced demand for parking spaces (10-90%) Increased worker productivity (10-20%) Reduced employee absenteeism (2-4 days) Increased employee morale, recruitment, retention (50-65%) Extension of work hours without adding staff Better communication among time zones SOLUTIONS FOR BUSINESS CONTINUITY Environmentally friendly “green” program Less traffic congestion around and to/from worksite
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WorkSmart is a free program… Through its WorkSmart
program, King County Metro offers free consulting resources to help companies assess, develop and implement telework and flexible schedule programs.
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The WorkSmart Team
Elham Shirazi (e-planning) Aaron Gaul and Matt Kaufmann
(UrbanTrans) Peter Valk (TMS) Jeremy Hopwood (Five Iron
Technologies) Team members have been developing
telework programs since 1984.
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Implementation Steps
1. Gain Management Commitment Month 1
2. Select Telework Coordinator Month 1
3. Form a Steering Committee Months 1-2
4. Develop Policies/Agreement Months 1-2
5. Assess Costs and Savings Months 2-3
6. Develop Technology Component Months 2-3
7. Select Participants and Supervisors Months 3-4
8. Implement Program Ongoing
9. Train Participants Month 4
10. Evaluate and Troubleshoot Ongoing
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Gain Management Commitment
Develop proposal Convince upper management Convince middle management
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Upper Management Issues
Productivity Cost Coverage Bottom-line Overhead Recruitment / Retention Sustainability
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Middle Management: More Sensitive to Day-to-Day Issues Performance Issues — “How do I know they are
working?” Communication Issues — “How will I reach staff?” Cost Issues — “How can we afford a telework
program?” Technology Considerations — “Do we now have to
equip the employees at home and at work?”
Workplace Advantage
Global Workplace Strategies Microsoft Corporation
Corenet Discovery Forum - Mobility
2 Microsoft Confidential BUILDING INTELLIGENT SOLUTIONS
Microsoft Real Estate and Facilities
Workplace Advantage Principles
Microsoft Confidential 3
Align workplace designs with business unit goals to
enhance innovation and productivity
Recognize the need for more and different types of active
collaboration spaces, both formal and informal
Give attention to human factors like access to daylight
and nature, color, material variety, sustainability and
personal control
Support group identity and community in the workplace,
including showcasing MS technologies
WPA Research – Work at Microsoft is increasingly mobile
Microsoft Confidential 4
1 Based on self-reports from a global survey of MS offices conducted in December, 2004. Large developer sites outside Puget Sound were excluded from the non-Puget Sound data (Vedbaek, Mountain View, Fargo and Dublin). 2 Based on self-reports from a global survey of MS offices conducted between December, 2008, and February 2009. Large developer sites were again excluded from non-Puget Sound data.
68%
51%
54%
57%
17%
12%
12%
15%
7%
25%
21%
16%
6%
10%
10%
7%
PugetSound
Americas
EMEA
Asia
Where people worked in 20041
54%
37%
46%
54%
16%
7%
14%
13%
12%
10%
7%
9%
11%
27%
20%
14%
7%
19%
13%
9%
PugetSound
Americas
EMEA
Asia
Where people work today2
People spend up to 14% less time at a desk in their primary building
More time is spent in non-traditional spaces in the building and at home
At desk In meeting rooms
Elsewhere in primary building (<5%)
In other buildings
At home
Work style Definition Anchor space
Work style A Out of the office >67% Unassigned desk allocated at a 5:1 ratio
Work style B Out of the office >33% Unassigned desk allocated at a 3:1 ratio
Work style C Regularly in the office, but away from a desk >50%
Unassigned desk allocated at a 2:1 ratio
Work style D Works at a desk in the office >50% Workstation assigned 1:1
Wor
k st
yles
Sp
ace
Type
s
Previous Occupancy 2010 Guideline Individual Space 31% 17% Open Collaborative Space 24% 35% Misc Support Space 13% 13% Customer Space 27-31% 27-31%
•Improve zoning and neighborhoods to improve formal & serendipitous collaboration opportunities •Provide more choice and flexibility in where and how employees work •Use space more efficiently by reducing unused individual work areas
Spa
ce
Zone
s
Results - Sales Design Guidelines 2010
Dedicated & mobile workspaces
Team clusters Privacy Rooms
Ad hoc meeting areas
Formal conference rooms - smaller Hub spaces
New Way of Working
Microsoft Confidential 6
The WPA approach - Variety of spaces for variety of work styles
Assigned desk
Hub
• Flexibility for changing needs • Less wasted space • Better team support
Meeting room
Unassigned desk
Team room
Open meeting
Quiet zone
Unassigned desk
Privacy room Team
room
A workplace that showcases MS technology
New spaces
• More variety and choices
• More informal spaces
• More collaborative spaces
New technology
• Win7 phone
• Lync
• Enterprise Voice
• Roundtable
• Kinect
New ways of working
• More individual empowerment & control
• Faster decisions
• Increased knowledge sharing
• More creativity, innovation
Work where you want to work, not where you have to
Meet anywhere, anytime Take down barriers within teams and between silos
Communicate more effectively and seamlessly
Microsoft Confidential
Microsoft Confidential
© 2011 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.
Starbucks Coffee Company Corporate Facilities CoreNet Presentation 9/14/11
Work Environment & Mobility:
• A perspective in how an urban/light industrial location has affected Starbucks Real Estate and Organizational Culture – Starbucks Headquarters at 1st & Lander – Commute Challenges and Transportation
Options – Emerging Workforce Partner Network – Flexible Work Options – Future Growth
Starbucks Headquarters in Seattle
SODO area – south of downtown Seattle
Starbucks HQ
Downtown Seattle
The Starbucks Center Building
• Originally a Sears catalogue distribution plant. In 1915 it was the largest building west of Chicago.
• In 1995, the SODO area was a light industrial district in the midst of
change, with a relatively low rental base, and very close to downtown. Companies with the growth potential of Starbucks were hard pressed to find office space close to Seattle’s commercial heart at a reasonable cost, especially in a stand alone building the could represent the company so distinctly.
• It was near the Port of Seattle, where the coffee came in when the roasting plant used to be on Airport Way, and near downtown and the urban neighborhoods where their original customers lived. At 1st and Lander, Starbucks remained linked to the city and its commerce.
Why did Starbucks locate their corporate headquarters in this location?
Starbucks Support Center (SSC)
• Starbucks’ mission, which emphasizes community, is uniquely matched to the rehabilitated Sears’ catalog building. By locating its offices here, Starbucks demonstrated its sensitivity to preservation, and to environmental and community issues.
• Owned and developed by Nitze Stagen. Starbucks leases a
little over 1M rsf for office space including a daycare, gym and cafeteria and leases 521,000 rsf for parking garages.
• As of August 2011 there are approximately 4,000 Starbucks partners and vendors working in this building. This is a 91% occupancy rate.
Utah Ave Plaza in front of building
Commuting challenges • Parking has been a challenge since Starbucks moved into
the SSC in 1995. There were not any large contiguous parking structures or lots in the area.
• We converted warehouse space for our first parking garage in 1995 and later built another garage in 2002.
• Even with two parking garages, there is very limited parking: 1,100 parking stalls, which is about 1/3 of our population.
• There is a 2 ½ year wait for the parking garage
• Our location over one mile south of downtown means that we are not within walking distance of the main commuting hubs • We are a few blocks away from the Link Light Rail Lander St. Station
• As early as 2007, we began to be impacted by road closures and construction. • The Viaduct Replacement and Tunnel projects have and will continue to be a
commuting challenge for another 10 years
North Parking Garage
Transportation Options Program (TOPS) • Partners (Starbucks employees) are encouraged to use mass transit.
– Starbucks provides shuttle services to major commuting hubs– King Street Station, ferry terminals, downtown bus tunnels and an off site parking lot
– Approx 23% of the partners in the SSC participate in the ORCA commuter pass program. This is a very good participation rate. Commuter passes are subsidized at 50%.
• Robust Vanpool program with over 20 vanpools that park in the garage for free. Biking community is very strong.
• Commute Trip Reduction survey results from 2009:
– 57.9% drive alone – 35% get to work via some other mode (bus, rail, ferry, walk, bike, carpool, van pool,
motorcycle) – 7% did not respond to the survey
Emerging Workforce Partner Network A partner led grass roots network since 2005
• Instrumental is bringing discussions forward to senior leadership regarding flexible work options like telecommuting and flextime
• Piloted telecommuting during road closures, organized lunch-n-learns to create awareness of flexible work options, present partner testimonials, and brought in experts to talk about the future of work and work styles
• Vision: To create a progressive environment where partners are enabled to achieve their full potential and do their best work
Flexible Work Options (FWO)
• After years of hard work and persistence an official Flexible Work Options Standard was approved by the Starbucks Policy office on 1/1/2011.
• Several factors all come together at the same time: • new leadership in our Human Resources department • road construction challenges: specifically the Viaduct replacement
and new tunnel • trying to reduce single occupancy vehicle trips • importance of attracting key talent • a need for consistency among departments that were
implementing their own flexible work policies • improvements in mobile technology
Flexible Work Options
• Flextime – an alternative work schedule that deviates from a traditional M-F 9-5 schedule
• Job Share – an alternative work arrangement where two part time partners share or split the work of one job
• Part-time – a regular schedule of fewer that 40 hours a week
• Telecommuting – an alternative work arrangement where the partner regularly works from home or another off-site location. This is the only option that will reduce square footage.
• The FWO Standard supports Starbucks by: – Helping to increase partner engagement and
productivity – Attracting and retaining top talent – Supporting diversity goals – Contributing positively to our environment through
energy conservation.
• These benefits will enhance Starbucks competitive advantage – improve organizational agility and – support performance in the global market place
Current State • Departments and managers are in varying stages of change
management and implementation of flexible work options • No one has given up an assigned workstation because of
telecommuting yet, thus no real estate has been reduced because of Flexible Work Options
• Need to develop a method to track how many partners are
participating in Flexible Work Options
• Human Resource department has rolled out online management tools to help managers manage remote partners and performance
SSC Workplace Future Growth
• In order to continue to grow in the SSC, we are reducing the size of individual workstations
• This provides an opportunity to refresh and
enliven our cubicle spaces and at the same time increasing collaboration space
• This must be combined with unassigned stations
for telecommuters to reduce future square footage requirements
Steelcase C:Scape workstations
Collaboration area
“Blended” workstations combining “old” and “new” components
Lower height panels and color
Adjustable height tables, ottomans and mobile pedestals
C:Scape next to Answer panels