DMCH_CMc_Solicitation_Amend_6_Courts__Design_Guide_2007_CH18.pdf

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This chapter applies to the following court units:

• Court of Appeals Clerk’s Office

• District Clerk’s Office

• Bankruptcy Clerk’s Office

• Probation and Pretrial Services Office

• Circuit Executive’s Office

• Bankruptcy Appellate Panel Clerk’s Office

• Senior Staff Attorney’s Office

• Pre-Argument/Conference Attorney’s

Office

• Bankruptcy Administrator’s Office

It describes alternative workplace strategies that result in more efficient use of space than traditional office/cubicle layouts and complement a mobile work force, collaborative work environments, and modern information technologies.

18 ALTERNATIVE WORKPLACE STRATEGIES

Introduction Space programming and design of alternative workplace strategies differ significantly from the prescriptive approach described in other chapters of the Design Guide. Alternative workplace strategies tailor work settings to work modes of staff instead of providing a dedicated office or workstation for each staff member. Alternative workplace strategies create quality office environments that are flexible and efficient, important characteristics for courts to consider given the limited resources the judiciary has for rent and related operational costs.

Although space and rent reduction are major drivers for the judiciary’s inclusion of alternative workplace strategies in its Design Guide, an equally important reason is the need to update facilities to support a technically adept and mobile workforce. New technologies, such as videoconferencing, cloud computing, WLAN (Wireless Areal Local Network), smart phones, touch-screen tablets, and electronic records management all have empowered and liberated employees.

Technology also has created exciting opportunities to reimagine, and open up, the traditional workplace.

Background Since the mid 1990's, the judiciary has implemented a series of initiatives to limit space and rent growth, cognizant of the impact an ever-increasing rent bill has on the ability to hire and retain staff. Those efforts have achieved significant gains, but more is needed given the realities of decreasing Congressional appropriations funding.

In September 2013, the Judicial Conference endorsed policy that caps space growth, sets goals for space reduction, and establishes a framework for space management. The policy continues the trend of standardizing space management that began with the Circuit Rent Budget (CRB) program in 2007.

The development of alternative workplace strategies is an outgrowth of the judiciary’s Integrated Workplace Initiative (IWI), a program that began in 2011 with the goal of identifying innovative management, technology, and space planning to better support court operations. The IWI serves as a foundation for alternative workplace strategies, referencing data from surveys of over 3,000 court employees from 25 district/circuit courts and “proof of concept” studies for a variety of court projects.

Supporting Documents A comprehensive guide to supporting documents can be found in Chapter 2, “Courthouse Programming and Budgetary Considerations.” That listing includes program and design criteria, courthouse planning and related guidelines, policies, and information about many facets of the design and construction of federal courthouses.

Other references are listed below:

► 2007 U.S. Courts Design Guide Chapter 3: Planning for U.S. Courthouses Chapter 8: Clerk’s Offices Chapter 9: Probation and Pretrial Services Offices Chapter 10: Other Court Units Chapter 12: Tenant Improvements and Furnishings Chapter 14: Acoustics Chapter 15: Building Systems

► Policy No Net New, by circuit on an annual basis Three Percent Space (USF) Reduction, reduction target by the end of FY2018 Circuit Space Management Plans Circuit Rent Budget (CRB) Guide to Judiciary Policy, Volume 12, Chapter 10:

Telework

Use of alternative workplace strategies for court projects is not mandatory.

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Guide to Judiciary Policy, Volume 15, Chapter 3, § 330.70: Connecting Wireless Local Area Networks (WLANs) to Private Judiciary Networks

Guide to Judiciary Policy, Volume 16, Chapter 4: Furniture, Appliances, and Related Services

► Tools Space Utilization Model (SUM) Tool Circuit Space Management Plan Template Package Alternative Workplace Strategies - Quick Reference Work Mode Survey Forms

► Resources Integrated Workplace Initiative (IWI) Case Studies Furniture Blanket Purchase Agreements (BPAs) GSA, Workplace Utilization and Allocation Benchmark GSA, Leveraging Mobility, Managing Place GSA, The New Federal Workplace GSA, Sound Matters GSA, Facility Standards for the Public Buildings Service (P100) U.S. Marshals Service, Judicial Security Systems Requirements and

Specifications, Volume Three, Publication 64

Programming and Budgetary Notes

► Exceptions to the Design Guide Standards Authority of the Circuit Judicial Councils Circuit judicial councils play an important space-management role by reviewing district-wide facility plans, approving requests for new or modified space, and enforcing adherence to design guidelines. The circuit judicial councils have authority over and responsibility for a circuit’s space-management program (28 USC (§332 and §462(b))) and for determining the need for space. As directed by the Judicial Conference of the United States, any significant exceptions to the standards in the Design Guide must be approved by the respective circuit judicial council.

Authority of the Committee on Space and Facilities and Judicial Conference The authority to approve the following exceptions to the Design Guide standards rests with the Committee on Space and Facilities: (1) exceeding the total space envelope for either the court unit or the project as a whole, and (2) exceeding the plumbing standards. If the Committee on Space and Facilities disagrees with the circuit judicial council request for one of these exceptions, the Judicial Conference shall decide whether to grant the exception.

Approved Exceptions Are Reported to GSA and Congress All approved exceptions are reported to the General Services Administration (GSA) and Congress. Contact the Administrative Office of the U.S. Courts (AOUSC) for more detailed information.

► General Programming Notes Space Standards for Office Personnel Space standards for office personnel must be allocated according to benchmark occupational groups described in the judiciary’s Human Resources Manual and shall not exceed office space requirements described in Chapters 8, 9, and 10 of the Design Guide. Space standards for alternative workplace strategies are listed in Table 18.1.

Baseline Space Program Space programs for alternative workplace strategies projects shall not exceed a baseline space program (AnyCourt) developed using standards described in Chapters 8, 9, and 10 of the Design Guide. Court units opting to use alternative workplace strategies can expect to use 20 to 30% less space than that currently occupied.

Larger offices generally yield better space efficiencies due to economies of scale.

Dedicated Office Space Dedicated office space includes enclosed offices and open workstations designed for one or more employees (a shared office) on a full time basis. The size of dedicated offices and workstations cannot exceed the space standards described in Chapters 8, 9, and 10 of the Design Guide. Courts are encouraged to consider reducing the standard size of dedicated offices and workstations when applying alternative workplace strategies. For example, offices may not need to include space for small group meetings if shared meeting rooms are easily accessible and available.

Mobile Office Space Mobile office space includes enclosed offices or open workstations shared by multiple employees and used on an as-needed basis. The terms “free addressing” and “touchdown” are commonly used to describe this type of space. Mobile office space differs from dedicated office space in that ownership is not permanent.

Mobile office space can be reserved through an electronic concierge system or used on an impromptu, drop-in basis. Mobile office space relies heavily on WLAN, plug-and-play data connections, and electronic records management.

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General Office Space - Collaborative General office space for collaborative functions includes conference rooms, training rooms, and other spaces configured for small or large group activities. Typically, alternative workplace strategies include more and different types of collaborative space than traditional offices to promote general staff interaction, information sharing, and problem solving. Collaborative space can be reserved through an electronic concierge system and equipped with WLAN, plug-and-play data connections, speaker phones, presentation monitors, white boards, and other presentation materials.

General Office Space – Support General office space standards for support functions are described in Chapters 8, 9, and 10 of the Design Guide. Support spaces include reception/waiting areas, records storage areas, copy rooms, staff toilet rooms, and special office space specific to probation and pretrial services functions. Although demountable walls are typically used with alternative workplace strategies (Page 18-5), security, acoustical, and plumbing requirements may necessitate standard gypsum board walls for reception/waiting areas, interview rooms, toilet rooms, and testing labs. Electronic files can significantly reduce the amount of support space needed for records storage.

Probation/Pretrial Services Interview Rooms Interview rooms for probation and pretrial services offices shall be designed per standards described in Chapter 9, “Probation and Pretrial Services Offices” and the Probation and Pretrial Services Security” chapter in the U.S. Marshals Service Judicial Security Systems Requirements and Specifications, Volume Three, Publication 64. Demountable wall and door systems, if used, must conform to acoustical requirements in Chapters 14 of the Design Guide and be able to accommodate security wiring for duress alarms. Door options must include vision panels. Criteria for the number of interview rooms to provide are listed in Chapter 9 of the Design Guide.

Public Space Public spaces for clerks’ offices are described in Chapters 8 and 10 of the Design Guide. Public spaces include intake counter, queuing, pay copier, record exam, and public access computer areas. Although demountable walls are typically used with alternative workplace strategies, security and acoustical requirements may necessitate standard gypsum board walls and built-in counters to separate staff space from public space.

Shared Space Courts and court units are encouraged to share facilities if operations or security are not compromised. Sharing should especially be considered when courts are colocated in the same building, on the same floor, and in adjacent space. Spaces often shared by court units include training rooms, conference rooms, break rooms, staff toilet rooms, and computer server rooms. Court units implementing alternative workplace strategies may also want to consider sharing space such as reception areas and mobile office space as described above, depending on security and operational conditions.

Functions and Activities The judiciary’s adoption of new technologies including videoconferencing, cloud computing, WLAN, smart phones, touch-screen tablets, and electronic records management has altered the functions or the way functions are completed of court units described in Chapters 8, 9, and 10 of the Design Guide. A collaborative business model is essential for offices using new technologies to better support operations. Office space designed to support collaboration will enhance productivity and generally improve court units’ operations.

In addition, efforts by the judiciary to reduce its space footprint and related rent increasingly encourage court units to alter operations to accommodate telework and mobile work within the office. Many tasks that have traditionally been done in the office can be done remotely using new technology described above. Offices with staff that frequently travel or perform field work, such as probation supervision officers can readily incorporate alternative workplace strategies.

Alternative Workplace Strategies Concepts ► Work Modes Alternative workplace strategies require analysis of employee work modes to determine the types and quantities of work settings that best support operations.

This analysis is conducted through interactive means, such as staff surveys, interviews, focus groups, workshops, and technological means, such as chair or infrared sensors. Determining the amount of time spent in various work modes is important for implementing alternative workplace strategies because the number and types of offices, workstations, conference rooms, etc., depends on hours of occupancy as opposed to number of employees. Work modes can be described in different terms but generally include the following categories:

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Focused Focused work modes include “heads down” work such as reading, writing, data entry, and filing. Focused work can be accomplished in an enclosed office or open workstation depending on the level of concentration needed for a particular task.

Employees primarily assigned focused work and who function independently without hands-on supervision are ideal candidates for mobile work. Employees that perform focused work but require periodic or frequent supervision may require dedicated offices or workstations.

Collaborative Collaborative work modes include formal and informal meetings of all types, from gatherings of a few employees to large group conferences. Alternative workplace strategies support collaborative work by incorporating space programs with multiple, open and enclosed, small meeting areas as opposed to few, large conference rooms.

Large conference and training rooms should be designed to be subdivided with multiple entrances, and reconfigurable tables and seating so they can be subdivided into multiple, small meeting rooms.

Learning Learning work modes include individual and small group mentoring, formal classroom style training, study, and testing. Learning work modes are more prevalent in offices transitioning to and maintaining a mobile- and technology-based business model. Learning work modes can be accomplished in an enclosed office, open workstation, collaborative spaces and specially design training room.

► Mobility Scenarios Mobility scenarios are a convenient way of categorizing and describing the potential for office/workstation sharing. Measuring existing telework and mobile work within the office is a good starting point for determining an appropriate mobility scenario.

Changes to policy, management, technology, training, and facilities offer opportunities to implement a more advanced mobility scenario. More advanced mobility scenarios can be used to reduce space or accommodate staff growth within existing facilities.

Low Mobility Job requirements necessitate that 80% of staff report to the office daily.

20% of staff telework or mobile work within the office 1-2 days a week.

Moderate Mobility Job requirements necessitate that 60% of staff report to the office daily.

40% of staff telework or mobile work within the office 1-2 days a week.

High Mobility Job requirements necessitate that 40% of staff report to the office daily.

60% of staff telework or mobile work within the office 2-3 days a week.

Very High Mobility Job requirements necessitate that 30% of staff report to the office daily.

70% of staff telework or mobile work within the office 3-5 days a week.

► Workplace Settings (Refer to Table 18.1) Workplace settings are spaces designed to accommodate the different work modes used by either mobile or non-mobile staff. They include offices, workstations, conference rooms, and training rooms. They also include spaces unique to alternative workplace strategies design, which are described below:

Huddle Areas Huddle areas are meeting spaces for two to five individuals. They are used on an impromptu first-come, first-served basis, without reservation. Use is limited to periods of one or two hours. Huddle areas are typically outfitted with a “smart table,” chairs, WLAN, plug-and-play data connections, presentation monitors, and other presentation materials as may be appropriate (whiteboards, etc.).

Getaway Booths Getaway booths are small, enclosed alcoves for one or two individuals, providing space for tasks that require quiet, concentration, and/or confidentiality. They are used on an impromptu first-come, first-served basis, without reservation. Use is limited to short periods of one or two hours. Getaway booths are typically outfitted with a desk or table and chair or, as an alternative, with one or two chairs and an occasional table.

Touchdown Areas Touchdown areas are clustered, open workstations for mobile workers who do not need workspace on a full-time basis. For example, mobile workers can use touchdown areas before or between meetings. Touchdown areas are used on an impromptu first-come, first-served basis, without reservation for a few hours or few days per week. They can be designed with visual privacy screens and storage.

Personal Storage Areas Personal storage areas include lockers, cabinets, and/or drawer pedestals for mobile workers. Personal storage areas can be used for work materials or items such as purses, briefcases, coats, etc. Ideally, personal storage areas are located near mobile office space (enclosed offices, open workstations, and touchdown areas). Personal storage areas can be assigned or used on a first-come, first-served basis.

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Work Lounges Work lounges serve as a change of scenery for individuals or groups to stimulate ideas and foster collaboration and learning. Work lounges are ideally designed as iconic spaces with attractive features such as exterior views, comfortable furniture, counters with sinks, and break room type appliances to encourage use.

Alternative workplace strategies design typically has a higher circulation factor than traditionaloffice design to accommodate the inclusionof work lounges.

► Seat Count The maximum number of employees that an office with an alternative workplace strategies design can accommodate is determined by a seat count. Dedicated and mobile offices and workstations typically have a seat count of one. A larger office can have a higher seat count if more than one employee can use it at the same time.

Getaway booths, touchdown areas, collaborative space, and work lounges can also contribute to an office’s seat count, for example, when all-hands activities are scheduled. An example follows:

Seat Count Protocol Enclosed Offices one seat each Open Workstations one seat each Touchdown Areas one seat for every six lineal feet of work surface Getaway Booths one seat if desk, work surface, or table is included Huddle Areas one seat for every table Training Rooms one seat for every workstation Conference rooms one seat for every six lineal feet of table Work Lounges one seat for every table or booth

► Neighborhoods(Refer to Figure 18.1) A key concept in alternative workplace design is that of “neighborhoods:” the grouping together of workplace settings to support a variety of work modes, promote internal mobility within the office, and provide flexibility to employees. Although a neighborhood can be configured to support a department, similar to a traditional office, it is most effective when set up to encourage multidisciplinary teamwork and exchange of ideas. The following summarizes neighborhood categories often used in alternative workplace strategies design.

Public Neighborhood A public neighborhood includes areas where clients and visitors have free or supervised access, such as lobbies, reception rooms, intake areas, record viewing rooms, interview rooms, urinalysis toilet rooms, etc. This neighborhood may be only partially constructed using alternative workplace strategies techniques (demountable walls) due to plumbing, acoustics, and security concerns.

Professional Neighborhood A professional neighborhood includes dedicated and mobile offices and workstations, touchdown areas, huddle areas, and getaway booths, which support focused and collaborative work modes. It also includes personal storage areas for mobile workers. Professional neighborhoods are configured to encourage staff interaction.

Interactive Neighborhood An interactive neighborhood includes training rooms, conference rooms, and huddle areas for group activities which support collaborative and learning work modes. It can also include getaway booths for self-paced learning, teleconferences, and video conferences. Informal seating areas should be provided for time before and after meetings. This neighborhood often has direct access to public areas to support sharing with other court units and programs with court clients.

Informal Neighborhood An informal neighborhood includes a work lounge, touchdown areas, and getaway booths that provide change-of-scenery workspace which supports focused, collaborative, and learning work modes. The neighborhood also includes service areas with counters and sinks to accommodate coffee and other beverages. Informal neighborhoods are outfitted with café style tables and chairs, booths, and other types of informal furnishings.

Alternative Workplace Strategies Design ► General Alternative workplace strategies design creates an open, spacious environment for all staff by turning traditional office design inside out, placing offices in the central core of a floor plan and workstations adjacent to windows. This approach allows natural light to flow through an entire space rather than be blocked by office walls.

Workstation partitions are lower than traditional office cubicles contributing to natural light and views through a space. Similarly, enclosed offices and collaboration rooms have glass walls to the extent possible.

► Demountable Walls Although metal studs and gypsum board walls may be required in some areas for reasons of acoustics, security, and construction cost, most space in an alternative workplace strategies design is defined using demountable walls. Demountable walls are constructed using proprietary framing systems with options such as wall-mounted storage tracks, sliding doors, acoustical insulation, and modular wiring harnesses. They can be clad with a variety of materials including glass, fabric, whiteboard, and wood. Demountable walls can reduce build-out times for new space and provide flexibility for changing operational needs.

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Note: The potential impact of light transmission through glass walls and related glare on computer and presentation monitors must be considered when choosing demountable wall cladding materials. In cases where monitors cannot be positioned to avoid glare, cladding with opaque finishes or a combination of opaque finishes and glass should be used.

► Finishes Chapter 12, "Tenant Improvements and Furnishings," sets quality standards for finishes that can be applied to alternative workplace strategies design. In general, finishes for flooring, ceilings, and gypsum board walls in alternative workplace strategies projects should complement material selections for demountable walls and systems furniture. Flooring must be compatible with the large, open areas in alternative workplace strategies design. Carpet tiles should be used for alternative workplace strategies projects. Broadloom carpeting is impractical for large open spaces and typically needs to be replaced when alterations are made.

► Furniture Chapter 12, "Tenant Improvements and Furnishings," sets quality standards for furniture that can be applied to alternative workplace strategies design. Furniture for alternative workplace strategies projects should be selected to allow for easy configuration in a variety of spaces and for a variety of purposes. For example, conference and training tables should be movable and connectable to allow collaboration space to be rearranged when necessary. Consider options for integrating new technologies and related electrical needs in applicable desks and tables.

► Acoustics Chapter 14, "Acoustics," sets quality standards for acoustical performance of courthouse space including public waiting areas and probation/pretrial services interview rooms. GSA’s publication, Sound Matters, describes acoustical problems, remedies, and best practice standards for the “contemporary office” or alternative workplace strategies designed project. Acoustical properties of demountable walls vary by manufacturer. Most manufacturers offer products that can achieve “confidential” sound separation using absorptive materials, door gaskets, and cutout insulation. Field testing of installed wall/door systems is recommended. Sound masking systems should be used to augment acoustical properties of demountable walls, doors, and other materials used in an alternative workplace strategies design.

► Electrical Distribution Systems Chapter 15, "Building Systems," sets quality standards for electrical distribution systems that can be applied to alternative workplace strategies. Alternative workplace strategies use proprietary, quick-connect power modules, wiring harnesses, and outlet devices. Project architects/engineers must confirm that these systems are allowed by local building codes. In some cases specially designed, code compliant, modules, harnesses, and devices are required.

► Lighting Systems Chapter 15, "Building Systems," sets quality standards for lighting systems that can be applied to alternative workplace strategies design. More specific information can be found in Chapter 6, "Electrical Engineering," in the GSA's Facility Standards for the Public Buildings Service (P100). For lighting in office and collaborative space, the luminance at desk height (30 inches above the floor) from fixed luminaries must average a minimum of 30 foot-candles (FC). The luminance at desk height from a combination of fixed luminaries and task lighting must average 45 FC. Task lighting is recommended for systems furniture workstations and other work areas where practical. Lighting levels should be confirmed during design using simulation software.

► Voice and Data Communications Systems Chapter 15, "Building Systems," sets quality standards for voice and data communications systems that can be applied to alternative workplace strategies design. Demountable walls, systems furniture workstations, and conference tables ("smart tables") can typically accommodate network wiring and outlet devices.

Outlet device faceplates may be proprietary products of partition and furniture manufacturers. Compatibility of faceplates and network wiring must be confirmed by court information technology staff.

► Security Systems and Equipment Chapter 17, "Building Security," sets quality standards for security systems and equipment that can be applied to alternative workplace strategies design.

Demountable walls are not practical in reception and intake areas requiring ballistic-resistant walls, doors, and transaction counters. Systems furniture for reception or intake counters that require break-resistant transaction windows may not be practical due to the weight of window assemblies. The ability to route low voltage security wiring in demountable walls must be confirmed with manufacturer's technical representatives.

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► Ceiling Heights Ceiling heights shall comply with standards described in Chapters 8, 9, and 10 of the Design Guide (Tables 8.2, 9.1, and 10.1). Ceilings can exceed those heights in cases where building standards differ and where raising a ceiling can be done at equivalent cost and/or when budgetary offsets are possible. Ceiling elements such as soffits, perimeter coves, recesses, and reveals shall be harmoniously integrated with HVAC ducts, light fixtures, sprinkler lines, and other building utilities. Ceiling designs shall complement energy efficient lighting

► Adjacency and Circulation Chapter 3, “Planning for U.S. Courthouses,” includes interior circulation requirements for traditionally designed (non-mobile) court space. Space programming for alternative workplace strategies includes more circulation space than traditional designs to create an open and spacious office environment that accommodates additional collaborative space, and to allow informal meeting space to be incorporated into designs.

While the amount of interior circulation varies with each facility’s specific design, up to 60 percent of the net programmed space can be added to determine the total usable area of an alternative workplace strategies project (i.e., the estimated total usable area is equal to the sum of all the net programmed spaces plus 60 percent) provided the usable area calculated for a baseline space program is not exceeded.

Chapters 8, 9, and 10 of the Design Guide describe specific adjacency requirements for clerk’s offices, probation and pretrial services offices, and other court units discussed in this chapter. Those requirements should be adjusted, to the extent possible given operational realities, to fit the neighborhood concept recommended for alternative workplace strategies. Refer to Figure 18.1.

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Table 18.1 Alternative Workplace Strategies: Workplace Setting Space Standards

Note: Table 18.1 includes office space standards appropriate for alternative workplace strategies planning, based on space programs developed for alternative workplace strategies pilot projects, which may replace standards described in Chapters 8, 9, and 10 of the Design Guide. The number/types of office spaces needed must be determined by a work modes survey.

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Table 18.2 Alternative Workplace Strategies: Referenced Space Standards

Note: Table 18.2 includes space standards listed in Chapters 8, 9, and 10 that are applicable to alternative workplace strategies projects.

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Figure 18.1 Neighborhood Diagram

Key to Symbols

Restricted Circulation

Public Circulation

Informal Neighborhood

Professional Neighborhood

Key to Symbols

Screened Public Access, locked w hen not in use

Restricted Access, Uncontrolled

Restricted Access, Direct Access Control/Key Lock

Interactiv e Neighborhood

Public Neighborhood

Conference Room

Training Room

General Office Support Space

Note: The neighborhood diagram is intended only as an illustration.

Restricted Access, Counter/Window Serv ice

Public Neighborhood

4 4 44

Window s

44 4

Mobile Office

Mobile Open Workstations

Getaw ay Booths

Dedicated Office Huddle Area

Dedicated Open Workstations

Dedicated Open Workstations

Dedicated Open Workstations

Mobile Open Workstations

Records ex am, urinaly sis screening and testing, and probation/ pretrial serv ices client interv iew s.

Reception Counter and Window

Intake, Queuing and Waiting Area

Touchdow n Area

Mobile Office

Mobile Office

Professional Neighborhood

Informal Neighborhood

Work Lounge

Huddle Area Conference

Room

Training Room

Interactive Neighborhood

Getaw ay Booths

Circulation/Access Control Point

Huddle Area

Personal Storage Area

Personal Storage Area

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Figure 18.2

Workplace Settings: Dedicated Office Space Executive Office

Example 3 U-Shaped Desk w ith Collaboration Table

Example 2 U-Shaped Desk w ith Guest Seating

Example 1 Credenza and Return w ith Collaboration Table

Axonometric Diagram (Ex ample 3)

Sliding Door

Glass Panels

Demountable Walls Refer to Page 18-5

Wall Mounted Storage Cabinets

U-Shaped Desk

Note: Workplace settings must be compatible w ith ex isting conditions and court operations. The dimensional lay out and furniture placement of the ex amples on this page can be modified as necessary .

Collaboration Table

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Figure 18.3

Workplace Settings: Dedicated Office Spaces Enclosed Office

Example 1 U-Shaped Desk

Example 2 Shared Desk

Example 3 Collaboration Table and Credenza Axonometric Diagram

(Ex ample 1)

Sliding Door Glass Panels

Demountable Walls Refer to Page 8-5

Wall Mounted Storage Cabinets

U-Shaped Desk

Note: Workplace settings must be compatible w ith ex isting conditions and court operations. The dimensional lay out and furniture placement of the ex amples on this page can be modified as necessary .

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Figure 18.4

Workplace Settings: Dedicated Office Spaces Open Workstation

Axonometric Diagram (Ex ample 3)

Example 1 Desk Workstation w ith Bench Seat

Example 2 U-Shaped Workstation

Example 3 L-Shaped Workstation w ith Table

Panel Mounted Storage Cabinets

Seated Priv acy Screens

L-Shaped Workstation

Note: Workplace settings must be compatible w ith ex isting conditions and court operations. The dimensional lay out and furniture placement of the ex amples on this page can be modified as necessary .

Storage Pedestal

Optional Guest Seating

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Figure 18.5

Workplace Settings: Mobile Office Spaces Enclosed Office

Example 2 Desk w ith Storage Cabinet

Example 1 U-Shaped Desk

Example 3 Table and Credenza

Axonometric Diagram (Ex ample 1)

Sliding Door With Electronic Concierge Touch-Screen Monitor

Demountable Walls Refer to Page 18-5

Glass Panels

Wall Mounted Storage Cabinets

U-Shaped Desk

Note: Workplace settings must be compatible w ith ex isting conditions and court operations. The

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Figure 18.6

Workplace Settings: Mobile Office Spaces Open Workstation

Example 2 L-Shaped Workstation

Axonometric Diagram (Ex ample 1)

Example 1 Desk Workstation w ith Bench Seat

Example 3 U-Shaped Workstation

Note: Workplace settings must be compatible w ith ex isting conditions and court operations. The dimensional lay out and furniture placement of the ex amples on this page can be modified as necessary .

Seated Priv acy Screens

Bench Seat/ Storage

Seated Priv acy Screens

Desk Workstation

Storage Pedestal

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Figure 18.7

Workplace Settings: Mobile Office Spaces Getaway Booth

Example 1 Videoconferencing

Example 3 L- Shaped Workstation

Example 2 Informal Seating

Axonometric Diagram (Ex ample 1)

Sliding Door

Wall Mounted Presentation Monitor

Demountable Walls Refer to Page 18-5

Glass Walls

Desk or Table

Note: Workplace settings must be compatible w ith ex isting conditions and court operations. The

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Figure 18.8

Workplace Settings: Mobile Office Spaces Touchdown Area

Example 2 120 Degree Cluster

Axonometric Diagram (Ex ample 3)

Example 3 Desk in Alcov e

Example 1 Round Tables

Desks w ith Storage Pedestals

Note: Workplace settings must be compatible w ith ex isting conditions and court operations. The

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Figure 18.9

Workplace Settings: Mobile Office Spaces Personal Storage Area

Example 1 Mobile Pedestal Garage

Example 2 Double-Stacked Lockers

Example 3 4-High Lateral Files

Axonometric Diagram (Ex ample 1)

Mobile Storage Pedestals

Wall Mounted Storage Cabinets

Note: Workplace settings must be compatible w ith ex isting conditions and court operations. The

U . S . C o u r t s D e s i g n G u i d e l 2 0 0 7 Al t e r n a t iv e W o r k p la c e S t r a t e g ie s l 1 8 - 1 9

Figure 18.10

Workplace Settings: General Office Spaces - Collaborative Training Room

Axonometric Diagram Ex ample 1)

Wall Mounted Presentation Monitors

Demountable Walls Refer to Page 18-5

Mov able Training TablesMultimedia

Lectern

Note: Workplace settings must be compatible w ith ex isting conditions and court operations. The dimensional lay out and furniture placement of the ex amples on this page can be modified as necessary .

Example 1 Chev ron Sty le Setup Sliding Doors With Electronic

Concierge Touch-Screen Monitor

1 8 -2 0 l A l te r na tiv e W o rk pl a c e S t ra te gi e s U . S . C o u r t s D e s i g n G u i d e l 2 0 0 7

Figure 18.11

Workplace Settings: General Office Spaces - Collaborative Conference Room

Example 2 Three, Six Foot Tables (364 SF)

Example 1 Tw o, Six Foot Tables (240 NSF)

Axonometric Diagram (Ex ample 1)

Demountable Walls Refer to Page 18-5

Wall Mounted Presentation Monitor

Mov able “Smart Tables”

Glass Panels

Note: Workplace settings must be compatible w ith ex isting conditions and court operations. The dimensional lay out and furniture placement of the ex amples on this page can be modified as necessary .

Sliding Door With Electronic Concierge Touch-Screen Monitor

U . S . C o u r t s D e s i g n G u i d e l 2 0 0 7 Al t e r n a t iv e W o r k p la c e S t r a t e g ie s l 1 8 - 2 1

Figure 18.12

Workplace Settings: General Office Spaces - Collaborative Huddle Area

Example 2 Enclosed Area w ith Round Table

Example 1 Enclosed Area w ith Rectangular Table

Example 3 Open Area w ith Rectangular Table Axonometric Diagram

(Ex ample 1)

Sliding Door

Demountable Walls Refer to Page 18-5

Wall Mounted Presentation Monitor

Glass Panels

Mov able “Smart Table”

Note: Workplace settings must be compatible w ith ex isting conditions and court operations. The

1 8 -2 2 l A l te r na tiv e W o rk pl a c e S t ra te gi e s U . S . C o u r t s D e s i g n G u i d e l 2 0 0 7

Figure 18.13

Workplace Settings: General Office Spaces - Collaborative Work Lounge

Axonometric Diagram (Ex ample)

Example Stool Height, Booth, and Café Sty le

Seating

Café Sty le Seating

Booth Seating

Stool Height Seating

Stool Height Seating

Note: Workplace settings must be compatible w ith ex isting conditions and court operations. The dimensional lay out and furniture placement of the ex amples on this page can be modified as

Informal Seating