TILBURG UNIVERSITY Koopmans Building Renovation. Modern Way of Working Plan of Approach 10 November 2015

Transcription

1 TILBURG UNIVERSITY Koopmans Building Renovation Modern Way of Working Plan of Approach 10 November 2015

2 1 Introduction Tilburg University is about to embark on the renovation of the Koopmans Building. One of the most characteristic buildings on the campus, designed by the architect Jos Bedaux. Once the renovation is complete, the Tilburg School of Humanities (TSH) and the Tilburg School for Economics and Business Management (TiSEM) will be housed in the Koopmans Building. The ground and first floors are intended for general use. Tilburg University has set itself the goal of arranging all the new working environments in accordance with the principles of Activity-Related Working (Activiteit Gerelateerd Werken, AGW). In order to achieve greater flexibility, transparency and efficiency. This manner of working and organisation has been termed Modern Way of Working. This principle is part of the property vision. An important point of departure is that the tenants themselves, in this case TSH and TiSEM, enjoy great freedom of choice in creating the building s new layout. This has the advantage that the working environment will accord with their wishes and working method. Moreover, it will automatically generate greater support and acceptance. This is after all their own design. This plan of approach (PvA) sets out the vision of Stevens Van Dijck, and in particular that of Roel Smit and Bram Jongejan, with respect to this task and how we intend to shape the process. We would like to emphasise that this PvA has been drawn up on the basis of current information and the documents provided by you. But of course we will provide room for incorporating your wishes into the PvA. 2 Overview In the initial chapters we provide our vision on and experience with introducing Modern Way of Working. We then set out the process for arriving at the final result formulated in the form of a roadmap. 3 Vision Working in an academic setting We know that we are dealing with a critical public that poses the why question more frequently than usual. That means that we have to be able to motivate each step and each solution, and that we evaluate different approaches in a scientific way. Working in an academic setting gives us inspiration and challenges us. No dogmatism, routine or mathematics And that suits the vision of our practice: introducing Modern Way of Working, Activity-Related Working or whatever other label it is given, is not a trick or routine. The aim always is to arrive at an optimum on the basis of an analysis of the user, the working processes and the work ethos, without losing sight of the strategic or societal goals. On occasion it does appear that a rate-of-occupancy measurement or a workplace/work process analysis Tilburg University Koopmans Building Renovation Modern Way of Working Plan of Approach 2 / 8

3 constitutes the input for a mathematical formula that churns out the ideal workplace mix. Nothing could be further from the truth. For that reason, we believe that a rate-of-occupancy measurement and a work process analysis are useful instruments to gain a good understanding of the working method of a department and to see whether the outcomes diverge from our benchmarks. It is also an outstanding way to enhance acceptance. But we will not fall into the statistical trap of translating 30% concentrated working into 30% concentrated work stations. Moreover, we do not believe in dogmas, such as everyone has to be flexible or concentrated working must be done in a concentration cell. Inspiring and comfortable working environment Experience shows that no matter how well a layout plan is drawn up, welfare and wellbeing are determined to a great extent by inspiring architecture, good facilities, excellent acoustics and a pleasant climate. We do not have direct influence on all the aspects, but we will certainly devote our attention to them from our responsibility. Coordination of building-shell layout Coordinating the shell and the layout is certainly essential in the case of renovation. As the layout plan will be drawn up in the pre-design (VO) phase of the shell design, this layout plan must be thought through in such a way that it does not cause any (expensive) surprises in the final design (DO) phase. Because apart from our experience as accommodation consultants, we also have broad experience as building project and design managers, this role fits us like a glove. We supply the correct information in good time. Questions and requests to the design team are weighed up and the impact of the possible consequences can be explained to the user group. This means among other things that we identify the interfaces and determine the range for them together with the architect and the structural consultant. This concerns the degree of flexibility in subdivision (grid systems), the electrical power supply to the work station, which work stations can be located at which outer wall, how we ensure escape routes et cetera. For that reason, the design process begins in an abstract and conceptual way (zoning, walking routes, general functions, ease of orientation) and is subsequently made more concrete when it comes down to filling in the work stations. Fit for the future It is not inconceivable that the composition of the property s user group will change over time. The methods of supplying services to the work stations and the type of services may also change. The design can be improved and better equipped for the future by involving other departments (such as IT, Facility Services, HRM, Communications) in good time. As the building has uniform floor plans, it is possible to work in a highly modular way. In principle it does not matter which team is accommodated where. Tilburg University Koopmans Building Renovation Modern Way of Working Plan of Approach 3 / 8

4 4 Organisation We are largely in agreement with the organisation you have sketched out. We would nevertheless like to draw your attention to a number of considerations. For example, we think it is necessary that we ourselves coordinate with the architect, M&E consultant and possibly also with the structural consultant. This could be in the form of bilateral consultation, or we could participate ad hoc in (parts of) the design team. In this way the link between work station concept and shell design can be ensured, while expertise and information are introduced through a direct link. According to the project organisation, the architect will participate in the WPA and Modern Way of Working working groups. We wonder what added value this would generates if we provide the liaison ourselves. Responsibility and involvement will also be less clear as a result. 5 Our team Roel Smit and Bram Jongejan are the key consultants. Both have considerable experience in comparable assignments, also in an academic context. Roel s main activity will be organising the process and being active at the project group and working group levels. Bram will be active primarily in the user groups and draw up the elements and layout plans. Their CVs are enclosed. You may expect Roel and Bram to present and profile themselves as professional experts who act as chairmen and pilots of the user groups. This means that they will clearly explain the process and the steps in the process to the user group, and regularly look ahead to the subsequent steps. They will also constantly present the pros and cons of the considerations and the choices available on the basis of their expertise and experience. 6 Phase I of the step-by-step plan The entire plan is imbued with the aim of developing a workable and attractive work station layout. This links up with the specific characteristics of both TSH and TiSEM, and also with the strategic property vision of Facility Services. While the term step might suggest otherwise, not all the steps will run chronologically. Some will run in parallel. 6.1 Intake We attach great significance to an extensive intake. In order to get to know all the stakeholders well, to take cognisance of all the information that is available, and to cast a glance ahead. 6.2 Frameworks We will go through the frameworks with Facility Services. For example, which are the limiting conditions set by the building is there room for specials? How to deal with archives and libraries? What are the assumptions in the ICT area? We will go through issues such as personnel composition with TSH and TiSEM. In FTE (full-time equivalent), PNILs and staff. Tilburg University Koopmans Building Renovation Modern Way of Working Plan of Approach 4 / 8

5 We would also like to hear from both TSH and TiSEM and also from Facility Services about the experiences with previous layout processes, as we can all benefit from that now. The strategic goals and ambitions of TSH and TiSEM that have an impact on work station layout will also be defined and formulated with them. 6.3 Level playing field We believe it is important to create a level playing field with the users. We will achieve this by organising working sessions and a day out. We have to hear, see and understand what the TSH and TiSEM staff consider important in their work, which developments and trends exist and what the primary work processes are. The initial information usually enables us to generate a substantial list of points for attention. We gather this information by means of bilateral consultations and working sessions. It is a good idea to visit various projects and to request an honest evaluation of the pros and cons. We propose to visit commercial organisations as well as other educational institutes. We have enough possibilities for this. Especially the informal moments during these types of visits are invaluable. We also believe it is important for the users to become familiar with Modern Way of Working. For them to not only know how the layout looks, but also to be aware of the why for certain solutions. And to include them in the process of developing and implementing the development plan (Modern Way of Working) in the Koopmans Building. We may not be able to accommodate all wishes, but discussing the considerations and interests openly and honestly, prioritising them and clearly identifying the concessions will create a well-founded consideration and a supported concept. 6.4 Workplace analysis The results of the workplace analysis will be available during the encounter with TSH en TiSEM. We will discuss the results and particularly their interpretation with the WPA consultant. We will provide the related feedback to the work group and the user group. Ideally, the user group should be made up of permanent participants. TSH and TiSEM should be equally represented. 6.5 Shell preconditions Before we commence with the steps that lead to a layout plan, we will first discuss the existing preconditions from within the shell renovation (see also subsection 3, Vision) with the design team. 6.6 Conceptual design and zoning plan We investigate with the users whether it is necessary to apply specific zoning. From noisy zones, via dynamic zones to quiet zones. Or zones that are appropriate for meeting and working on projects. The routing on and between the floors is also important during this phase. Certain general facilities are often already recognisable during this phase and placed in a permanent zone. The contours of a development plan slowly become visible. Tilburg University Koopmans Building Renovation Modern Way of Working Plan of Approach 5 / 8

6 Based on the relationship chart from the programme of requirements, we draw up a plenary zoning plan with TSH and TiSEM: which department and which team is accommodated where in the Koopmans Building. 6.7 Workplace mix and building blocks setup A translation into the so-called building blocks will be created based on the specific characteristics of TSH and TiSEM and in combination with the Workplace Analysis (WPA). These building blocks are the pieces of the puzzle or Lego blocks for the future layout. The building blocks are worked out in 2D and 3D. The corresponding technical requirements are also clearly indicated for each building block (incl. electricity, data, water, acoustic requirements, visual requirements). The building blocks therefore not only consist of workplace type, but also office support facilities and general and technical facilities. The IT and Facility Services departments will also be involved in this phase. Naturally, we guarantee that the building blocks will meet the occupational health and safety standards. Partly based on the occupant rate data and the WPA study as well as the formulated building blocks, we will compile a specific building block mix together with the user groups from TSH and TiSEM (workplace mix). We ll do this in a working session. We ll analyse whether the use of space is in line with the boundaries of the strategic real estate vision Drawing up development plans We will translate the workplace mix into development plans together with TSH and TiSEM. We call this functional development plans. The translation into design takes place in the subsequent step. We present a number of variables to the user group to refine these in a working session. In our experience, the old-fashioned method is best applied here; with drawings on the table and printed building blocks. We then incorporate this into a new version. 6.9 Coordination with the design team In the meantime, the architect and other designers and (technical) consultants coordinate with each other to check whether the plans we have drawn up are in line with the pre-design context. We will also ask the architect to present ideas on the design in the work group and/or user groups. This will bring the plans to life while giving the architect input for the design, including the choice of materials and colours. The actual design of the layout will be realised in the definite design phase Result phase I The result of phase I will produce a layout plan for the entire Koopmans Building (with the exception of the components that have not been programmed). We present this in the form of a digital book with maps, impressions, and facts & figures. Tilburg University Koopmans Building Renovation Modern Way of Working Plan of Approach 6 / 8

7 7 Step-by-step plan phase II The plans for Modern Way of Working become very tangible upon the completion of phase I. This implies that phase II is already started during phase I. During phase I we will be confronted with all kinds of practical issues, like the management of office items or the opening times of the building. Many of these issues can be resolved pragmatically. However, we will only work out the solutions in real terms after phase I has been completed. Phase II involves more than resolving concrete issues. The occupants of TSH and TiSEM will have to be guided to and during Modern Way of Working. And guidance will not stop as soon as the new office is ready. A lot of support will still be required in the practical situation and compliance with the agreements made earlier will have to be supervised. Guidance consists of a number of steps. A number of these steps have been worked out below. The most important tools are briefly mentioned in Ambassador team composition Given the size of the organisation, it is not possible to involve every indivudial employee in the process directly. Consequently, a team of ambassadors will be set up who represent the entire organisation. We recommend that the members of the user groups that were involved in the project in phase I are also included in the ambassador team. They know the points of departure on which the layout plan is based and can build on that. The ambassadors play a crucial role in phase II. It is vital that an ambassador is enthusiastic about the new working method and work environment and knows how to bring this across. The ambassador should also be able to deal with any resistance. 7.1 From layout plan to Modern Way of Working We will go through the results of phase I with the ambassadors once more. We will discuss in an interactive manner the outcomes and also the consequences of this way of working. What we mean is, e.g., discussions on the type of work station; where people can meet and relax; how people deal with each other in the new situation; which house rules and codes of behaviour are important? And very important: how to deal with resistance from within the organisation. What are the questions and remarks you can expect as an ambassador and how do you deal with them appropriately? 7.2 Transferring knowledge to the staff We will support the ambassadors of TSH and TiSEM in transferring what has been discussed in the workshop(s) to their own departments or teams. This may take the form of a presentation, but also of being present in person at departmental consultations or other forums. During the transfer issues will come up, such as the desired (change in) attitudes and behaviour; communication and symbolism; the clean-desk working method; digitising archives; and the Tilburg University Koopmans Building Renovation Modern Way of Working Plan of Approach 7 / 8

8 rules of the game and the etiquette needed in a new environment. 7.3 Tools Processes of change cannot be standardised. Change means building a bridge while you are walking over it. It cannot always be predicted in advance what interventions will be needed and what tools will have to be used. A number of tools that have proved themselves in practice are: interactive workshops; brown bag workshops; reference visits with feedback; inviting experts with experience to give talks; individual supervision in the workplace; setting up an Experience Centre (pilot environment); drafting manuals; the Workplace Game. In consultation with TSH and TiSEM and the ambassadors, we will discuss which tools will be used in which phase of the process. 7.4 Result of phase II The result of phase II will be that all TSH and TiSEM staff will be conversant with Modern Way of Working, will know the rules of the game and will by now have found their way in the new working environment. Changing the working method is a time-consuming process and the supervision is intensive. The timing of the various components is important. The closer the move approaches, the more intensive the supervision has to be. 8 IN CONCLUSION We believe in activity-related working environments, such as Modern Way of Working. Because we find that knowledge-intensive organisations in particular function better within them. Utilising the available space more efficiently is of course also an important incentive. But it cuts both ways. We have guided many organisations on their voyage to their new working environment. Making use of expertise and creativity. By means of frequent and transparent communication. On the principle of co-makership. It always turns on tailor-made solutions. With the result that users do not talk about the new working environment, but our new working environment. We are looking forward to going to work for Tilburg University! In order to give the appropriate interpretation to the supervision, we will draw up a schedule beforehand in which these steps will be worked out in detail. Tilburg University Koopmans Building Renovation Modern Way of Working Plan of Approach 8 / 8