Space Design Guide on offices

University College London Office Space Utilisation – Part 2 DESIGN GUIDE CONTENTS General Office Accommodation 1. 2. 2.1 2.2 2.3 2.4 2.5 2.6 2.7 Introduction Design Performance Design Strategy DQI Process Accessibility Fire Strategy Flexibility Acoustic Criteria Interior Design and Corporate Branding 3. 3.1 Spatial and Accommodation Requirements Primary Office Accommodation Open Plan Cellular Meeting and Conference Rooms Office Support Tea Points/Breakout Areas Resource Areas/Centres Filing/ Archiving Messenger/Mail Facilities Health and Welfare Mothers Rooms First Aid Room Religious Observance Room Staff Showers/WC’s 3.2 3.3 4. Internal Environment – Building Services CONTENTS 5. Furniture Requirements Furniture Procurement Detailed Criteria/Requirements 6. 7. 7.1 7.2 Building Constraints Making the Change Stakeholder Engagement Incentivising Space Use 8. 8.1 8.2 8.3 Office Environments Background Traditions vs. Modern Layouts New Ways of Working Appendices A: B: C: D: E: Sustainability Best Practice – Planning Model; UCL Case Study, Psychology Department Cross-Sector Comparators (Benchmarking) Briefing Tool (Defining Spatial Requirements) Reference Documents 1.0 1.1 Introduction Scope This Design Guide has been prepared by Drivers Jonas, Design Services Team in response to a commission from the University College London. The Guide forms part of a wider office space utilisation review. The main report comprises a review that is focussed on how space is utilised, managed and charged across the UCL estate. The scope of this Design Guide is to cover general office accommodation which is designated as non-teaching space, encompassing both academic and administrative staff. Through the process of departmental site visits and workstream/user interviews a highlevel review of the existing UCL office accommodation has been carried out. Having assessed the status of the accommodation and identified strengths and weaknesses of the current facilities, the next step was to establish the future aspirations for UCL, in respect of primary office and office support space. This Guide captures the accommodation brief and aspirations of UCL and should be used as a reference document to inform future acquisitions of new space and remodelling of existing accommodation. Image 1 1.2 Objectives of the Guide This document set outs the guidelines to inform future accommodation driven change. This encompasses, space and quality standards, guidance on materials/ finishes specifications and furniture selection. The Guide also considers operational issues such as filing and storage strategies, flexible and home working etc and sets out processes to implement change within existing spaces, (i.e. user engagement, workflow modelling etc). As an appendix to this Guide a `best practice` case study has been developed by looking at an existing space/department and carrying out a desktop feasibility study to remodel the space based on implementing the principles set out within this Guide. Subject to the long term estate’s strategy there is an opportunity to roll-out this process throughout the remaining estate to cover educational space, specialist, recreational and building support facilities. 1.3 Navigating the Guide The following sections are organised into 3 main categories. 1.3.1 Physical Accommodation Requirements Relates to specific and detailed spatial, building, furniture, fixture and specification requirements. Section 2.0: Section 3.0: Section 4.0: Section 5.0: Section 6.0: Design Performance Spatial and Accommodation Requirements Internal Environment – Building Services Furniture Requirements Building Constraints 1.3.2 Operational Considerations Provides an overview on how to implement change and achieve benefits. Section 7.0: Section 8.0: Making the Change Office Environments 1.3.3 Appendices Supplementary appendices which should be read in conjunction with the overarching report herein, including best practice models, case studies and performance data sheets. A: B: C: D: E: Sustainability Best Practice – Planning Model UCL Case Study, Psychology Department Cross-Sector Comparators (Benchmarking) Briefing Tool (Defining Spatial Requirements) Reference Documents 1.4 Critical Success Factors To define the bespoke requirements for UCL`s office accommodation needs the starting point was to identify and understand the business drivers for change. This in turn has informed the Guide. The follow critical success factors have been identified: To gain global recognition as a University through academic excellence and world leading research programmes; Create a student focussed environment to attract and retain promising students from a global pool, (competing on an international level for applications); Attract and retain world class staff in academic and administrative positions; ▪ ▪ Gain business advantage through benefits realisation (accommodation efficiencies, working practices, procurement etc); Provide an inclusive and accessible environment for all staff and students alike; ▪ ▪ Strengthen corporate responsibility tackling environmental issues by adopting sustainable development and operating strategies – Set benchmark targets for achievement and continual improvement (BREEAM, Carbon Neutrality etc). ▪ ▪ 2.0 2.1 Design Performance Design Strategy When embarking on an acquisition to provide an identified accommodation need (refer to Section 7.0 for guidance on defining the need) or when commencing a refurbishment reconfiguration project it is important that a design strategy is established at the outset. This will set out the approach being taken towards achieving a design solution to meet the identified Critical Success Factors. The design strategy shall contain the following sections:       design quality; accessibility; fire strategy; flexibility; acoustic criteria; interior design; and Image 2 2.2 DQI Process – Overview The Briefing process for UCL projects should follow the principles of the DQI (Design Quality Indicator) processes. The development of the DQI process has been led by the Construction Industry Council (CIC) with sponsorship from the DTI, CABE, Constructing Excellence and the Strategic Forum for Construction and with the support from the OGC. DQIs are a series of ranked statements about the design or building under consideration. The system is managed by CIC and more information is available on www.dqi.org.uk DQIs are designed initially to help set briefing criteria, by considering the set of statements about the prospective building and categorising each one depending on importance and relevance to the proposal. These results are included in the written brief for the building, and are then reviewed later as the design progresses. DQIs are best carried out by a broad group of users, stakeholders and professional advisors, in a workshop environment. DQIs are widely used across the UK construction industry as the standard means of setting and benchmark quality aspirations. 2.3 Accessibility Higher Education is increasingly breaking down barriers in terms of its accessibility across social and cultural strata and physical accessibility should be as high on the HE agenda, resulting in the creation of fully inclusive environments where professional and academic ability takes precedence. It is accepted that due to the nature of much of UCL`s existing estate creating such environments proposes certain challenges both in terms of physical constraints and financial/resource implications. However this issue is not only one of aspirational intent but also a mandatory obligation as a service provider to a wide and diverse public. As such the obligations set out within The Disability Discrimination Act, SENDA Special Educational Needs and Disabilities Act 2001 should be met. As a minimum all proposals shall meet the stated requirements of Approved Document M of the current Building Regulations and adopt best practice as set out within BS 8300. The philosophy should relate not only to the core build but should carry through to detailed fitout and space planning strategy. Image 3 Accessible/inclusive design goes beyond physical building design and as such care should be taken to access the appropriateness of physical measures and to identify potential where managed solutions demonstrate a more practical and workable solution, representing value for money. This is particularly prudent when considering the existing estate. UCL has already completed an access audit of its premises. Consultant designers for new or refurbishment schemes are and will continue to be commissioned to undertake an accessibility appraisal during the early stage of the project and to seek UCL approval to its recommendations. Subject to that approval, the recommendations will then be incorporated throughout the sequence of detailed design and specification. UCL will then develop appropriate operational, management and maintenance policies . The following list, although not exhaustive, sets out the key issues which should be addressed as part of a cohesive accessibility strategy for new and remodelled office accommodation.             building approach and car parking; routes and external level changes, including ramps and steps (vertical and horizontal circulation); entrances, including reception; waiting and vending areas; doors width of opening, weight of door leaf, opening mechanisms; wc`s- shower and changing facilities; equipment, including signage; information and controls; means of escape; personal safety and security, including locks and alarms; and use of colour and demarcation; configuration of internal planning and furniture selection. (i.e. height adjustable desks and sinks, configuration of reception desks and desk layouts) 2.4 Fire Prevention Strategy All construction projects at UCL shall be designed in accordance with the Fire Safety Standards produced by the UCL Fire Officer as well as all statutory requirements. The UCL Fire Officer has already commissioned a Fire Risk Assessment for each building which will be available to designers. Prior to occupation it is essential that a Permit to Use has been issued and the Building Control Officer has issued a Completion Certificate. 2.5 Flexibility Higher education is a dynamic process subject to change to respond to modern teaching methods, fluctuating student intakes and emerging technology trends etc. As such the design of buildings/spaces should be flexible and adaptable to accommodate possible future changes in UCL’s requirements, with minimal cost and resource implications. In new builds this shall include the structure, envelope, services, partitioning, ceilings and flooring systems to allow for departmental or wholesale re-organisation. In existing buildings it is acknowledged that this degree of flexibility cannot easily be afforded i.e. constraints imposed by listed buildings may prohibit any re-organisation. As best practice UCL should consider that as a minimum 25% of each floor plate is capable of accommodating a fully cellular layout in addition to the standard open-plan configuration. This allowance shall provide a high degree of future flexibility without major disruption to the engineering services, and shall be evenly distributed across the floor plate for optimisation. It is accepted that local remodelling of the engineering services will be required. Image 4 2.6 Acoustic Criteria As standard, installations of fixed areas (i.e. cellular spaces) shall accord with the Chartered Institute of Building Services Engineers (CIBSE) guidelines for background noise and service installations shall provide cross-talk attenuators to meet noise reduction requirements and achieve integrity of partitioning. Acoustic performance and testing should be deemed to comply with all current European or British Standards relating to acoustic performance and testing and Part E of the current Building Regulations. The following summarises the acoustic performance for identified areas, which should be read in conjunction with the performance data sheets set out at Appendix C: Room Type Meeting Rooms (incl. flexible tutorial space) Video Conference Room Health and Welfare Facilities* Table 1 *N.B: Refer to Section 3.3 for description of health and welfare facilities. Acoustic Criteria 45 Rw dB 50 Rw dB 45 Rw dB 2.7 Interior Design and Corporate Branding UCL have an identifiable brand which is evident through their internal and external communications (i.e. the UCL website) and extends to building signage. To date there is no move to incorporate the branding into the built environment. Whilst wholesale implementation of a branding exercise across the estate may not be appropriate there are opportunities to explore discrete departmental/organisational branding. Image 5 3.0 Spatial and Accommodation Requirements This section sets out some ‘Best Practice’ guidance for the design of office accommodation and covers: organisational layouts; zoning within open-plan office environments; workplace standards: recommended planning models; meeting and conference rooms and office support; tea point and breakout zones; health and welfare facilities ** • • • • • 3.1 Office Accommodation The organisation of any office accommodation should be based on a number of basic principles around two key functions; primary office and office support. The following provides an overview of the component parts within these two functions which make up the office organisational layout. Primary Office open plan office areas; flexible working zones; cellular offices; meeting rooms (incl. flexible tutorial space). Office Support tea point and breakout zones; service, resource centres; health and welfare**, storage and filing. The organisational diagram below indicates the interaction between the respective spaces/functions and demonstrates the hierarchy of space allowances. Office support and primary circulation could be situated adjacent to the building core with primary office area directly off the circulation route. To make best use of natural light for all staff, the open plan area should be sited along the perimeter of the building. OPEN PLAN OFFICE AREA PRIMARY CIRCULATION OFFICE SUPPORT PRIMARY Fig: 1 Note: ** - Health and Welfare facilities provided across the Institution rather than on a building or department basis OFFICE CORE As best practice all office accommodation should reflect the guidelines set out within the BCO guides “Office Fit-out Guide” and “Best Practice in the Specification for Offices”. 3.1.1 Open Plan Office In a general move across sectors to drive out operational and spatial efficiencies more and more businesses are `making the change` to implement the ethos of open-plan and flexible working methods across their estates. Refer to Section 7 [Making the Change] and Section 8 [Office Environment] This area should accommodate the key business functions, which are office based operations carried out by both academic and administrative staff. The provision of an open floor plate should accommodate staff workstations and individual staff storage and circulation. This area should be sized and configured by the Faculty/Department to suit UCL’s universal workplace standards as set at Table 2. MEETING ZONES (Formal & Informal) ADMIN OFFICE TEACHING SPACE RESOURCE CENTRE/ CIRCULATION ACADEMIC OFFICE SHARED FLEXIBLE WORKING ZONE Fig: 2 Workplace standards – Open Plan: The office accommodation provided should reflect the space standards set out in this Guide. These models shall be applied on a project-by-project basis at the discretion of the UCL Estates Team alongside departmental consultation to achieve financial and operational targets. Consideration should be given to functional based requirements, i.e extent of collaborative working, confidential activities and storage requirements. The following pages include recommended planning models with typical area requirements. Workplace standards – Open Plan Cont… Model Ref. A.1 A.2 B.0 C.0 Table: 2 N.B: Areas include secondary circulation and personal storage. Refer to Appendix D: Benchmarking – Cross Sector Comparisons. Planning Model Academic Academic Alternative Academic/Administrative Flexible Working Zones Area sq m 6.2 6.2 5.2 4.0 Design Considerations In general all office accommodation should comply with the BCO Guidelines. In particular the following should be considered: proximity to natural daylight and a view out; flexible provision for IT including voice, data and power, to suit varied office furniture configurations; quality of air and temperature control; quality and control of artificial lighting; appropriateness of furniture (Refer to Section 5 For details) • • Image: 6 • • • Image: 7 3.1.2 Cellular Offices Cellular Offices should only be provided in certain instances where it is deemed inappropriate for staff to sit within an open plan environment. A business case should be passed to UCL Estates by the Faculty/Department to justify the provision of cellular offices. Where a need is identified the following space standards shall be applied: Workplace standards – Cellular Offices Model Ref. T.1 T.2 T.3 Planning Model Individual Office (e.g. Senior Staff) Individual Office (e.g. Heads of Departments and above) Shared Office Area sq m 10 - 12 15 - 20 Based on 5.2/6.2 per person Table 3 N.B: Areas include secondary circulation and personal storage. Refer to Section 3.1.1 for Design Considerations. 3.1.3 Meeting and Conference Rooms To support the open plan working environment varied accommodation for the facilitation of staff meetings shall be provided. This accommodation shall be located in such a manner that a proportion of formal meeting space is accessible to students for student/lecturer tutorials. Flexible/informal meeting space should also be made available in both academic and administrative areas for ad-hoc meetings and collaborative working. Images: 8-10 Workplace standards – Meeting and Conference Rooms Accommodation 4-6 person room 8 person room 10-12 person room Table 4 No of Rooms/ Ratio per Person 1:35 1:50 1:125 Min Area (sq m) 15 15 21 To afford maximum flexibility, 10-12 person meeting rooms should be located in such a manner that 2 no. 12 person rooms can be opened up to form a 24 person room. This shall be achieved with a dividing screen/demountable partition between, which shall have the appropriate acoustic performance level for the respective room type. Design Considerations At the briefing stage of every project, consideration should be given to the following specific requirements: hearing aid loop to be provided; • provision of IT data and power points wall mounted screen with projector (to 8 plus person rooms only); telephone conferencing facilities; • video conferencing meeting rooms); (to large • • Image: 11 • • meeting facilities shall be located within easy access to tea points; wall mounted tracking for flipcharts and wall white boards etc; demountable required). partitions (as • Image: 12 • 3.2 Office Support For a successful office environment due consideration should be given to the provision and design of key office support facilities. This accommodation should include allowance for the following provision: • • • • tea points/breakout areas resource/service centres store rooms/storage/archiving mail facilities 3.2.1 Tea Points and Breakout Zones Due to the wide geographical spread of the UCL estate and the diverse localities, their proximity to offsite catering/eateries can vary considerably. As such it is essential that any model adopted supports not only the production of beverages (on a self-service basis) but also in remote locations storage of and preparation of light lunchtime snacks. These should be sited in a central location within the primary office area accessible to all staff and should be configured and sized to suit the office occupancy it serves. The size and location of such areas should also take into account the proximity to the training and meeting facilities and ensure that these areas can be easily serviced from here when required. These areas should be designed to allow a smooth flow by all users and should be an environment conducive to staff relaxation where tea points and breakout zones are combined: These areas should be capable of facilitating the following staff functions: • vending facilities/self service for hot beverages; preparation of staff snacks (on a self-catering basis); limited storage of staff snacks (cold and dry storage); area for staff interaction/ relaxation (easy chairs/seating); docking stations/leaning posts for flexible working. • • • • Images: 13-16 3.2.2 Resource Areas/Centres To facilitate staff operations resource/service zones should be created which provide a centralised area for staff printing, copying and collation of documents etc. These service centres should be easily accessible to all staff, and located to ensure that the operation of this area does not impact on the general office function, paying particular attention to distraction caused to nearby workstations, such as noise and activity. Consideration should be given to the proximity to administrative and support staff and provision of storage space for office supplies (i.e. stationary, printer ink/cartridges etc). The Faculty/Department should ensure that the environment, either contained or openplan, is conducive to the operation of such equipment and is adequately managed, i.e. to prevent the build up of excess heat. Image: 17 Image: 18 3.2.3 Filing/Archiving The provision of filing adequate to each Faculty/Departments’ current day to day requirements should be met by the implementation of a filing audit. Audits should be carried out by UCL Estates/an outside body to ensure that an efficient, un-biased study is procured. Calculating the total m2 will give a good indication of what furniture/storage units should be procured for maximum document filing efficiency. This audit should actively seek to challenge existing methods and establish realistic storage protocols. Image: 19 New methods of filing should be adopted, these include; a paperless office attitude by saving electronic documents to a central IT system, scanning hardcopies of documents and maintaining an electronic filing system, archiving documents up to a certain date, and offsite filing for dead files. All Faculties/Departments have access to an off-site archiving facility. Any materials/artefacts/dead files etc can be stored at this facility. Currently UCL makes use of a warehouse in Essex where files are stored and whenever needed they can be returned to the campus for use. 3.2.4 Messenger/Mail Facilities Each Faculty/Department should ensure that an area is provided for postal facilities. This should be a secure area for post to be delivered and sorted. The Faculty/Department should provide post trays where staff can collect their post when they are in the office. This should be located adjacent to the main vertical and/or horizontal circulation route to allow easy deployment of mail across the department/office. To optimise spatial efficiency it may be possible to colocate with Resource Areas (see Section 3.2.2). Image: 20 3.3 Health and Welfare Requirements for Health and Welfare facilities are provided by UCL on a geographic/building basis. Consideration should be given at the briefing stage of any project to the availability of such facilities and the need for additional provision.** These could include: • • • • • multi-faith and reflection room mothers’ room health and welfare room first aid room staff WC and shower/changing facilities 3.3.1 Mothers Room Accommodation is provided centrally for use as a mothers’ room, to be available for staff during office working hours. Provision should be for one designated area which provides a facility for new mothers returning to work and shall be contained for private use. Provision for a sink and fridge should be made and space for low level easy seating. ** Note: ** - Health and Welfare facilities provided across the Institution rather than on a building or department basis 3.3.2 First Aid Room Geographic provision is made for a first aid room/sick bay for use by all staff. This area shall be for private use and shall be constructed in a manner which is conducive to quiet activities internally and shall prevent external distractions. To accommodate a sink, lockable cupboard, fridge, bed and freestanding screen. ** 3.3.3 Religious Observance Room Designated accommodation is provided centrally for one number staff prayer/private quiet time. This area shall reflect requirements in-line with guidance on religious observance facilities. The use of this room is deemed for multi-faith observance and reflection and as such UCL shall ensure that the design does not preclude the use by any potential user group, and furthermore shall ensure that it is equally inviting to all staff. ** 3.3.4 Staff Showers/WC’s There shall be adequate provision of WCs throughout the Estate for staff and visitor use. These shall be located to ensure reasonable ease of access to all occupants. WCs shall, as a minimum, be provided with a ratio of 50/50 male/female. UCL shall also provide for disabled access WC’s in accordance with the latest DDA and Part M of the current Building Regulations. Further provision shall be made for staff shower and changing facilities. These shall be appropriately sized and serviced and shall be designed in line with current disability access and provision guidelines (as above). ** Note: ** - Health and Welfare facilities provided across the Institution rather than on a building or department basis 4.0 Internal Environment – Building Services The quality of the internal environment is arguably one of the biggest contributing factors of the quality of any work environment. There are direct parallels noted between absenteeism and the quality of the internal environment. Common complaints range between the mild irritants of too hot, too cold, to more serious complaints of the environment aggravating ailments such as asthmas and poor lighting resulting in migraines, eye strain etc. In an ever litigious society issues of staff health and safety are very important and should not be taken lightly. A design brief for mechanical and electrical and vertical transportation services has been prepared by the Chief Engineer and is available to all designers. All schemes must comply with that design brief. 5.0 5.1 Furniture Requirements Furniture Procurement UCL has a framework for furniture procurement whereby furniture can be ordered as the need arises across the Estate. As well as creating a visual continuity, this creates consistency in respect of quality and financial benefits to UCL . 5.2 Detailed Criteria/Requirements All furniture, including components, assemblies, accessories and finishes, shall meet and comply with all relevant British and EU legislation and any applicable codes of practice or standards generally recognised by Good Industry Practice in addition to Workplace and Health & Safety regulations. The furniture manufacturing, supply and installation process should be in line with best practice with regard to Sustainability. Refer to Appendix A herein. 6.0 Building Constraints The UCL estate comprises a mix of building sizes and types, including building style, shape and period. There are a number of Grade I and II listed buildings within the current estate. Due to the imposed restrictions on these buildings not only on the external façade but on the internal planning this means that implementation of the aspirational design principles set out within this Guide may not be fully achievable. In some cases restrictions on the internal configuration mean that an open plan environment can not be achieved or that workspace standards and floor plate efficiencies can not be realised. In these instances the principles of the guidance should be adhered to where practically possible. Where space use is incentivised thought should be given to providing dispensations for users occupying premises with statutory constraints or those deemed to have significant plan constraints in order that they are not unfairly penalised for occupying such spaces. Ground Floor First Floor Images: 24-25 7.0 Making the Change Implementing change in any organisation be it on work processes or the work environment can be difficult and often comes against resistance from users and stakeholders. Careful management of this process is required along with a robust communications strategy to ensure that users feel consulted and that there is a general sense of buy-in to key changes prior to implementation. 7.1 Stakeholder Engagement Clearly making the change from a predominantly cellular organisation structure to a more open plan arrangement represents a significant cultural change for most staff particularly given the historical precedence's relating to Academic working methods. In order to ease the implementation of these methods and to assist with stakeholder buy-in it is suggested that the Estates Team set up a Stakeholder Group to establish office protocols. These might include things such as guidelines for space usage (i.e. where cellular offices will be accepted), meeting room booking methods, clear desk policies and protocols for breakout areas. Careful thought should also be given to carrying out filing audits to assess individual storage needs and files reduction strategies. 7.1 Incentivising Space Use In order to drive out spatial and operational efficiencies UCL should incentivise space usage to encourage Managers to be efficient with their spatial allowances and to implement the principles of this Guide. Refer to the Estates Strategy Report Section 10 Estates Management Policies. This should actively encourage Managers to consider their space allocation as a fluid commodity ensuring that where business needs shrink, space is handed back to the Estates Team for re-allocation, and likewise when business needs grow that careful consideration and justification is given to substantiate the additional space requirements. Such strategies will prompt Mangers to give serious thought to the application of desksharing, hot desking and flexible working methods by endorsing the aspirations of the Guide and sharing financial savings with departments. 8.0 8.1 Office Environments Background The layout of the workplace has a significant impact on the way an organisation functions: the way staff interact with each other and with the external environment and the way the business functions. It has demonstrable and measurable financial and commercial consequences for the organisation and spatially efficient layouts can deliver clear financial benefits. Recent changes in workplace planning have moved away from cellular offices to office layouts which encourage a more open, collaborative way of working, with flexible space being the key requirement for the way organisations work. Within the public sector, pressures on public spending have grown – and all indications are that this pressure will continue to grow – with a focus on delivering front end services and maximising the efficiency of operational expenditure. The workplace therefore needs to represent value for money in the use of resources. Value for money in this respect is defined as getting the right balance between cost and quality to meet stated user requirements. Working environments have become increasingly dynamic; I.T. and technology developments have increased the workstyle opportunities to staff and the physical environment needs to be readily adaptable to meet these changes. It is now accepted that the physical workplace and its features, such as layout, comfort, appearance and functionality, affect staff’s ability and motivation to work and also the quality of work that they do. Therefore the drive is for workplaces that: use space efficiently are accessible: adopting inclusive design principles are efficient to run and maintain (assessed over the whole life cycle) are energy efficient in their operation and sustainable support people in their work – help them to operate in an effective manner • • • • • 8.2 Traditional vs. Modern Layouts – Comparison of Space Utilisation The following diagrams show how space is allocated in two different types of spatial planning; 1) traditional, cellular layouts and 2) modern, open plan working. Key: 8.2.1 Traditional Planning The diagram above shows how space is allocated in a traditional, cellular plan. The model illustrates how the majority of space is allocated to personal working (cellular offices) and to circulation (long corridors linking the offices); very little space is provided for collaborative or shared working and most spaces have one function, rather then being flexible, multi-use spaces. 8.2.2 Traditional vs. Modern Layouts – Comparison of Space Utilisation Modern Planning The diagram above shows how space is allocated when organisations adopt a more modern style of working. It reflects the implementation of a predominantly open-plan layout and the model illustrates how the majority of space is designed for collaborative / shared use, with very little area dedicated to personal use. Circulation routes are generally absorbed within the collaborative / shared space, as few corridors are required and as a consequence very little area is specifically allocated solely to the function of accessing other facilities. Space is fundamentally multi-functional in use, providing greater flexibility for the occupants and maximising spatial efficiency. Further information on the models above is contained in Appendix C, including: total number of workstations and average area per workstation. 8.3 New Ways of Working To be populated following review and comment by Client. (Client appetite for change to be captured). Appendix A Sustainability Materials – General Requirements Materials, wherever practicable, shall be environmentally sustainable and provide the maximum opportunity for re-cycling. Wherever possible materials and components shall be selected from and supplied by firms who are registered under quality assurance schemes for the manufacture, supply, delivery and installation, if applicable, of the items concerned. Products and materials shall have product conformity certification, where this exists (e.g. BSI Kitemark), or product approval (e.g. Agrément Certification). Where certified products are used, these shall comply with the limitations, recommendations and requirements of the relevant valid certificates. All materials and products shall be handled, stored, prepared and used in accordance with the manufacturer’s recommendations/instructions. Deleterious Materials None of the materials or substances generally used in connection with the manufacturing and supply processes shall be such as are known to be or suspected of being deleterious at the time of use, including without limitation, substances which have been referred to by the Building Research Establishment as being hazardous to health and safety or to the durability of the products in the particular circumstances in which they are used and substances which are not in accordance with current European Specifications, British Standards and Codes of Practice or any equivalent where such exist. Timber or wood in products In line with current Central Government policy on the use of timber, it is suggested that UCL implement the following best practice and that all suppliers are required to: purchase sustainable timber and timber products (such as joinery, fittings, furniture and veneers) by, for example, specifying in orders and contracts that suppliers provide documentary evidence (which has been, or if necessary can be, independently verified) that the timber has been lawfully obtained from forests and plantations which are managed to sustain their biodiversity, productivity and vitality, and to prevent harm to other ecosystems and any indigenous or forest-dependent people. ensure that timber procurements are in accordance with international agreements such as the Convention on International Trade in Endangered Species of Wild Fauna and Flora (CITES). Consider buying reclaimed timber or products made from reclaimed timber where it is cost effective and practicable to do so. put in place procedures for monitoring their timber procurement policies, exchanging information and examples of best practice with other Government Departments and Agencies. • • • Commitment on timber procurement (as set out above) applies to all wood and products made from wood used in performing Government contracts. That includes the wood used temporarily during the manufacturing, supply and installation process, where purchased new for the works, but excluding re-used or reclaimed materials, (such as hoarding, scaffolding boards etc.) as well as wood fixed as part of a finished structure, furniture and other items containing timber. In addition to the requirements stated above, the supplier shall ensure that no timber or wood contained in any product used in the works shall be derived from any species of tree that is protected under the Convention on International Trade in Endangered Species of Wild Fauna and Flora (CITES) unless the Supplier can prove, by producing official documentation, that it has complied with the CITES requirements that permit trading in the particular species of tree so listed under that Convention. All timber and wood, other than recycled timber and wood, used in the work shall be derived from trees or other plants that have been harvested and exported in strict accordance with the applicable law or laws of the country in which the trees or other plants grew. The Supplier will provide documentary evidence to prove to the reasonable satisfaction of the Client, such legality and that the evidence does in fact match the products supplied by establishing a chain of custody from the source of the timber and wood through to delivery of the final product. The Supplier will ensure that timber and wood used in the manufacturing, supply and installation process derives from trees or plants that were grown in forests or plantations that were managed to (a) sustain their biodiversity, productivity and vitality and (b) to prevent harm to other ecosystems and any indigenous forest-dependent people. The Supplier shall submit documentary evidence to demonstrate to the reasonable satisfaction of the Client that this requirement has been met. The Supplier’s submission will contain documentary evidence in respect of these requirements, which will enable the Client to verify the authenticity and credibility of the claims being made. The Supplier shall obtain independent verification of the claims being made and where incurred, shall meet the full costs involved in so doing. In this context “independent” means a body or organisation that is accepted by the Client as having the competence and capacity to provide an objective assessment of the evidence presented and as having no interests that would conflict with their duty to provide impartial advice, such as the Forest Stewardship Council, or similar body (with the ability to verify the authenticity of timber and products containing wood supplied under the contract). The Supplier shall also make reference to the Central Point of Expertise on Timber Procurement (CPET) which is a service supported by the UK Government. CPET has been set up by the Department for Environment, Food and Rural Affairs (Defra) and is operated by ProForest, a company with wide experience in advising on responsible purchasing. Details of the CPET website are set out below: http://www.proforest.net/cpet Sustainable Materials Checklist The following checklist is a guide to some of the items that should be considered in sustainable design. It should be noted that this is not conclusive and the bidder should evaluate all materials included within his design. MATERIALS SPECIFICATION CRITERIA Item No. 1 Checklist / Action Assess the environmental impact of all materials, from extraction to disposal, using a technique such as Life Cycle Assessment and/or Carbon Footprint Assessment. Review materials against the BRE “Green Guide to Specification” rating system. Ensure that all timber is FSC accredited (or similar equivalent accreditation). Obtain manufacturers’ environmental impact information and review against independent sources (e.g.: BRE’s Environmental Profiles database). Consider the transport / recycling / re-use factors (use locally derived products where possible). Use more recycled and reclaimed products which have relatively low embodied energy. Minimise the use of highly processed, embodied-energyintensive products. Use safer alternatives where these are available and technically feasible. Ensure that products have low biodiversity impact. Minimise the use of non-renewable materials. Use robust, removable materials. Specify small, easily handled components. Where possible, use removable fixings such as bolts, screws and clips rather than complex mechanical fasteners. Use homogenous rather than composite materials. Use layered instead of glued components. Sort and separate all waste materials on-site (generated during the construction process) and re-use or recycle as much material as possible. Use as much renewable, raw material as possible in preference to non-renewable products; minimise the use of non-renewable materials. Action Confirmed 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 MAINTENANCE CONSIDERATIONS Item No. 1 Checklist / Action Consider maintenance requirements of products – take into account transport, energy and waste implications of specified material (consider building’s whole life cycle). Ensure that all operating and maintenance information is provided on completion of the works. Ensure that products specified for cleaning and maintenance are not known to be harmful to human health and/or the environment. Use removable and reusable fittings where possible. Consider sending things to landfill as a last resort (iaw Government policies on Waste Disposal). Provide information to building users to assist sustainable operating procedures (e.g.: recycling and re-use) to be implemented. Action Confirmed 2 3 4 5 6 MATERIALS TO AVOID Item No. 1 2 3 4 5 6 7 8 9 10 Checklist / Action Avoid any materials which are known to be harmful to human health or to the environment. Where practicable, avoid the use of PVC. Avoid the use of non-FSC approved timber (or equal and approved accreditation). Avoid the use of any materials containing phosphorus, such as phosphogypsum. Avoid the use of any materials containing isocyanates, such as polyurethane. Avoid the use of any materials containing lead, zinc or copper. Avoid oil-based paints. Avoid oil-based preservatives. Avoid any wood treated with Copper Chrome Arsenic (CCA) preservative. Avoid the use of formaldehyde containing MDF. Action Confirmed Use of HFC’s It is UK Government policy that HFC’s should only be used where other safe, technically feasible and cost effective alternatives do not exist and preference shall be given to schemes that propose alternatives to HFC’s provided the Contractor can demonstrate that these alternatives are safe, technically feasible, cost effective and more environmentally acceptable. If alternatives to HFC’s are rejected then it is must be made clear on what basis this was done. Where appropriate, the Contractor will use design consultants and/or sub-contractors who have knowledge of alternatives to HFC’s. The Contractor shall include details that demonstrate compliance with the Government’s policy on the use of HFC’s, within their tender response. Appendix B Best Practice Planning Models This appendix sets out the benchmark models used for illustrative purposes. This appendix along with Appendix C sets out the following: • Best Practice models which could be implemented • Analysis of an existing departmental layout (Psychology – Appendix C) • Comparison using block plan/schematic diagrams of existing/proposed layouts to show different space utilisation • Example 1: Open Plan using 5.2m2 workstation model • Example 2: Open Plan using 6.2m2 workstation model • Example 3: Open Plan using assumed 5.2m2 workstation model using an alternative desk footprint • Example 4: Shared Offices using 6.2m2 workstation model A.1 Academic Open Plan Workspace Planning Grid A.2 (Alternative) B Academic/Administration C Flexible Area per person (minimum planning grid) Assumptions for planning grid 6.2m2/workstation Desk: approx 800 x 1800mm, 2 x personal storage units, mobile pedestal, secondary circulation at 1000mm 6.2m2/workstation Desk: approx 800 x 1800mm, 700mm dia. Table and 2 x visitor chairs, mobile pedestal, secondary circulation at 1000mm 5.2m2/workstation Desk: approx 800 x 1800mm, 2 x personal storage units, mobile pedestal, secondary circulation at 1000mm 4m2/workstation Desk: approx 800 x 1600mm, secondary circulation at 1000mm Note: Includes secondary circulation (denoted by hatch). Appendix C Psychology – Existing Layout UCL: Existing Corridor KEY FEATURES: • Fully cellular layout • Inflexible use of space • Duplication of circulation • Dark internal spaces – no daylight • No shared spaces / breakout areas • Total no. of workstations: 69 • Current area per workstation = 8.5m2 Psychology – Existing Blocking Plan This block plan shows the departments’ current organisation, which shows no rationalisation of functions. Psychology – Proposed Blocking Plan The proposed demonstrates spatial efficiency derived from rationalisation of functions and space. Psychology – Example 1: Open Plan UCL: 3D Model – View of office KEY FEATURES: • Open plan layout based on simple wave desks. Total no. workstations: 78 • Assuming a space standard of 5.2m2 / workstation (Planning Model ‘B’) – equitable distribution of space • Accumulative space includes primary circulation and storage = 6.1m2 / workstation • Reduced floor area used for primary circulation • Personal storage per desk supplemented with central storage • Increased meeting / collaborative space: more meeting rooms and provision of informal, open plan meeting areas • Academic/Teaching facilities clustered to provide better security, more efficient allocation of space • Better support services, i.e.: additional storage, copier/recycling points, tea points/informal meeting areas • Better spread of natural light due to removal of walls Psychology – Example 2: Open Plan KEY FEATURES: • Open plan layout based on simple wave desks. Total no. workstations: 67 • Assuming a space standard of 6.2m2 / workstation (Planning Model ‘A’) – equitable distribution of space • Accumulative space includes primary circulation and storage = 7.1m2 / workstation • Reduced floor area used for primary circulation • Personal storage per desk supplemented with central storage • Increased meeting / collaborative space: more meeting rooms and provision of informal, open plan meeting areas • Academic/Teaching facilities clustered to provide better security, more efficient allocation of space • Better support services, i.e.: additional storage, copier/recycling points, tea points/informal meeting areas • Better spread of natural light due to removal of walls UCL: 3D Model – View of office & breakout areas Psychology – Example 3: Open Plan KEY FEATURES: • Open plan layout based on 120o desks. Total no. workstations: 78 • Assuming a space standard of 5.2m2 / workstation - equitable distribution of space • Accumulative space includes primary circulation and storage = 6.1m2 / workstation • Reduced floor area for primary circulation • Personal storage per desk supplemented with central storage • Increased meeting / collaborative space: more meeting rooms and provision of informal, open plan meeting areas • Academic/Teaching facilities clustered to provide better security, more efficient allocation of space • Better support services, i.e.: additional storage, copier/recycling points, tea points/informal meeting areas • Better spread of natural light due to removal of walls UCL: 3D Model – Views of office Psychology – Example 4: Shared Office UCL: Existing Corridor KEY FEATURES: • Cellular layout based on simple wave desks. Total no. workstations: 63 •Glazed fronts to offices to introduce daylight to otherwise dark spaces • Duplication of circulation and less accumulative space included = 8.9m2 / workstation • Reduced provision of meeting rooms which means tutorials will be held in offices • Less flexible space Psychology – Summary Table Example Total Number of Workstations Area per Workstation Key Features • Fully cellular layout • Inflexible use of space • Duplication of circulation • Dark internal spaces – no daylight •No shared spaces / breakout areas •Equitable distribution of space •Accumulative space includes primary circulation and storage •Reduced floor area used for primary circulation •Personal storage per desk supplemented with central storage •Increased meeting / collaborative space: more meeting rooms and provision of informal, open plan meeting areas •Academic/Teaching facilities clustered to provide better security, more efficient allocation of space •Better support services, i.e.: additional storage, copier/recycling points, tea points/informal meeting areas •Better spread of natural light due to removal of walls Existing Layout 69 8.5m2 Example 1: Open Plan (Based on a 5.2m2/worstation planning model using wave desks) 78 6.1m2 Example 2: Open Plan (Based on a 6.2m2/worstation planning model using wave desks) 67 7.1m2 As Example 1 Example 3: Open Plan (Based on a 5.2m2/worstation planning model using 120o desk) 78 6.1m2 As Example 1 Example 4: Shared Office (Using wave desks) 63 8.9m2 •Glazed fronts to offices to introduce daylight to otherwise dark spaces • Duplication of circulation and less accumulative space included • Reduced provision of meeting rooms which means tutorials will be held in offices • Less flexible space Appendix D Benchmarking – Cross sector comparisons Banking Company Open Plan Workspace Planning Grid BCO Home Office Proposed UCL: Academic/ Administration Telecommunications Company Proposed UCL: Academic MoD Cabinet Office Department of Health UCL: Current Estate Area per person (minimum planning grid) Assumptions for planning grid 3.7m2/workstation 5.0m2/workstation 5.2m2/workstation 5.2m2/workstation 5.6m2/workstation 6.2m2/workstation 6.8m2/workstation 7m2/workstation 7m2/workstation 15m2/workstation desk: 800 x 1800mm secondary circulation, storage space is NOT included, but the assumption is 1 linear metre per seat minimum workspace footprint for trading desk or call-centre workstation e.g.: desk: 800 x 1800mm, shared storage unit, secondary circulation at 700mm desk: maximum 1600 x x1600mm, storage unit and desk high pedestal, secondary circulation at 500mm contingency allowance desk: approx 800 x 1800mm, 2 x personal storage units, mobile pedestals, secondary circulation at 1000m desk: 800 x 1800mm, secondary circulation at 1000mm, storage unit of 500 x 900mm per workstation desk: approx 800 x1800mm, 2 x personal storage units, mobile pedestal, secondary circulation at 1000mm desk: maximum 1600 x 1600mm, storage unit and desk high pedestal, secondary circulation at 750mm contingency allowance desk: maximum 1600 x 1600mm, storage unit and desk high pedestal, secondary circulation at 500mm contingency allowance desk: maximum 1600 x 1600mm, storage unit and desk high pedestal, secondary circulation at 500mm contingency allowance (average take from case study departments selected by UCL estates. Across the departments, furniture varies in size, shape and type) Note: Includes secondary circulation (denoted by hatch). Appendix E Briefing Tool To be developed with Client feedback