corenet wellness article

insiteSummer 2013New York Chapter of CoreNet Global, Inc./Newsletter

Wellness Design Tracks Health Care Trends{ }

New York CityChapter

Save The Dates for These Upcoming Events!

2 Insite - Summer 2013 4

Board of Directors 2013ChairLou Nowikas, Hearst Corporation

PresidentPay Wu, American Express

Vice PresidentLou D’Avanzo, Cushman & Wakefield

TreasurerSaeid Garebaglow, Morgan Stanley

SecretaryLauren Nanna, VVA Project Managers and Consultants

ProgramsDan Fishbein, CIT

WorkshopsCindy Quan, Goldman Sachs

SponsorshipTed Moudis, Ted Moudis Associates

Special Interest Groups Michael Davidson, JP Morgan

Special EventsMindy Williams- McElearney , L&K Partners

CommunitiesBarry Alton, Jeffries & Co., Inc

MembershipLee Kosmac, Newmark Grubb Knight Frank

CounselHoward Peskoe, Herrick Feinstein LLP

Advisory BoardMarcus Rayner, Cresa

Kathy Winkler, Prudential Financial

Dale Schlather, Cushman & Wakefield

Gina Rizzo, Herman Miller, Inc.

Paul Darrah, Bridgewater Associates, Inc.Gregg Weisser, The Moinian Group

Contents

Feature Articles

4 Wellness Design Tracks Health Care Trends

8 The Rise of the Human Factor: Workplaces for Well-Being

Past Events

12 ESCOT Sustainability Symposium Showcases ‘Green’ Experts

13 Women’s SIG Hosts ‘Spring into Summer’ Networking Reception

14 Community Highlight: Strategy & Portfolio Planning

15 Members in the News

16 CoreNet NYC Annual Golf Outing: July 15

17 A Warm Welcome to our New Members

17 Sponsors Highlights

Insite - Summer 2013 3

Board of Directors 2013ChairLou Nowikas, Hearst Corporation

PresidentPay Wu, American Express

Vice PresidentLou D’Avanzo, Cushman & Wakefield

TreasurerSaeid Garebaglow, Morgan Stanley

SecretaryLauren Nanna, VVA Project Managers and Consultants

ProgramsDan Fishbein, CIT

WorkshopsCindy Quan, Goldman Sachs

SponsorshipTed Moudis, Ted Moudis Associates

Special Interest Groups Michael Davidson, JP Morgan

Special EventsMindy Williams- McElearney , L&K Partners

CommunitiesBarry Alton, Jeffries & Co., Inc

MembershipLee Kosmac, Newmark Grubb Knight Frank

CounselHoward Peskoe, Herrick Feinstein LLP

Advisory BoardMarcus Rayner, Cresa

Kathy Winkler, Prudential Financial

Dale Schlather, Cushman & Wakefield

Gina Rizzo, Herman Miller, Inc.

Paul Darrah, Bridgewater Associates, Inc.Gregg Weisser, The Moinian Group

H ow are you feeling? Are you well? Are you tired and achy, or feeling fit and energized? As you sit and read this, are you comfortable? Is the temperature just right? What about your chair – is it providing the perfect amount of support? Is your screen too high or low, and

are you experiencing a glare?

The above questions relate to “wellness,” but what does that have to do with real estate? From my perspective…EVERYTHING!

As real estate professionals, we are responsible for providing work environments that support our respective firms and/or clients. Our success is measured in great part by how the organization functions in the space we provide. Thus, we strive to deliver spaces that are functional, comfort-able, and aesthetically pleasing, recognizing that quality of the environment has a direct effect on how we and our fellow employees feel and perform. With the advent of mobile computing and untethered options for work, we are making further strides to offer our employees varied oppor-tunities to be even more comfortable on the job.

This is very good news, but our responsibility does not end with the physical work space. More real estate professionals are finding that the workplace is more than just a place to work. Employees have needs that until recently would require them to take time off to accomplish. After all, everyone has personal issues they must accommodate, such as visiting a healthcare professional or getting exercise. Scheduling these activities can be time consuming, stressful, and unproductive. Today, however, many employers offer in-house food, fitness, and wellness services to help their employees conveniently and efficiently manage such issues. These business owners recognize that such amenities are necessary to attract and retain the best and brightest talent. In addition, they also have learned that a healthy workforce is a more productive one. Hence, wellness programs that provide education, access, and tools for all employees to improve their health, and that of their families, are on the rise.

CoreNet continues to be the best source and resource for networking, with over 7,000 global members who are dealing with critical issues, such as wellness in the workplace. We must look at the work environment beyond the physical work space, to incorporate amenities, services, and programs that ensure our workforce is healthy, happy, and, ultimately, more productive. Now more than ever, the real estate function must partner with both our human resources and information technology counterparts. As we grow and evolve as an organization, this vital partnership will help us embrace wellness from all angles, to create the best workplace of the future!

Warm regards,

Lou Nowikas, ChairmanCoreNet Global New York City Chapter

Message from the Chair

4 Insite - Summer 2013

Wellness Design Tracks

Health Care Trends


Wellness is a buzz-word. We hear it everywhere, and while we may have grasped the concept of pre-

ventative care and healthy living on a personal basis, few of us understand the implications for corporate wellness.

I recently had the opportunity to talk with two experts in the fields of health care trends and wellness design, and while reviewing my copious notes from those discussions, I was heartened to find these fields on a parallel track. This bodes well for our individual health, our corporate health, and the health of our nation.

Evaluating the Trends Tracy Johnson, FACHE, is a partner at Health Strategies & Solutions, Inc., the nation’s leading health care strategy firm. In addition to organizational and clinical strategy, HS&S provides strategic facili-ty planning services to clients across the country, working with health care systems and architects to develop more effective, market based facility solutions that will optimize use of capital resources. As senior leader of the firm’s facility practice, Tracy Johnson was the ideal industry profession-al to address the question:

“Is the trend toward preventative care here to stay?” “Yes, wellness is here to stay, particu-larly as the nation implements the Afford-able Care Act and the new Patient’s Bill of Rights. Providers will be rewarded based on outcomes rather than just on providing more services. In other words, is the pa-tient getting better? Rather than waiting until illness reaches the acute stage, we realize that better management of chronic conditions will keep people out of emer-gency rooms and out of hospitals.”

With the emphasis on expanding in-surance coverage to more people who are also being asked to share in more of the costs, consumers are more intent on value and lowering costs. So while fitness is all well and good, it’s now tied to peo-ple’s wallets, and that means the trend to

healthier lifestyles won’t dissipate.

“In five years, with the trend away from acute care in emergency rooms, where will patients go for treatment? “We’re seeing more outpatient devel-opment off-site, rather than at the main hospital. The trend is to make care more accessible to patients in lower cost set-

tings, with a greater demand than ever for primary care physicians to manage patient care cost effectively. There are two aspects of this shift. One, primary care is typically closer to where patients live, which indicates that clinics rather than hospitals will be the go-to places for routine outpatient care, and two, with more physician employment across the board in the health care industry, more providers are supplying a broader range of integrated services in these accessible locations.” On the facility planning side, health care providers are feeling the pressure to

reduce costs and optimize their facility space. According to Johnson, “Everyone wants to manage costs, while provid-ing a patient-centered environment. So, what we see is more effective use of inte-grating practices, which is a great way to cut down on duplicative services such as reception, waiting, medical records and scheduling.” For example, in the Boston market, several provider systems have reached out to the suburbs with this concept.

They have ambulatory care centers with primary care physicians and rotating specialists who might travel among the system’s practices. A pediatrician, for instance, might be able to schedule a pa-tient to see a gastroenterologist at the pe-diatrician’s suburban office, rather than have the patient need to travel to a less convenient, possibly downtown, loca-tion. From a facility planning standpoint, this type of collaboration and amalga-mation of services within a suburban practice requires space that can support both the general practice and the needs

Feature Article


of the rotating specialist. So, there will be more conversation in the future about market-based space, not the vanilla space that ruled the 1990s. This more thought-ful approach to integration of services will provide one-stop shopping based on

the market. An example of this would be a geriatric-based clinic with primary care physicians and rotating specialists and related diagnostic and treatment services located near assisted living and skilled care residences. On another note, as our nation con-tinues to experience a retracted economy, health care providers, too, are feeling the pinch of tight resources in capital. For this reason, leasing clinic space is some-times more efficient and cost-effective than purchasing space.

“Is the private practice a dying breed?”“Individual practices aren’t completely dead, but there are less of them. The economics simply aren’t working for small offices, so they’re being replaced

with larger practices that offer economies of scale. Add to that is the requirement for physicians to adapt the new electronic medical records systems, and some small practices are finding this switch in tech-nology too costly to accomplish on their own.” In terms of the new medical records system, the theory is that when files are readily available through technology to everyone, patient services won’t be dupli-cated and coordination of care becomes faster and easier. It’s a costly change-over, which will hopefully pay off in the long term.

“Any parting words about the future of health care facilities?” “Health care real estate must be adaptable to new patient care models and be well-utilized to ensure cost effective

operations. Everyone’s paying attention to highest and best use…and value…with an emphasis on preventative care.”

Implementing the TrendsFrom a workplace perspective, no one is living the concept of wellness more effectively than global pharmaceutical giant GlaxoSmithKline. The corpora-tion’s new facility at the revitalized Navy Yard in Philadelphia has even lured some employees poised to retire to reevaluate their exit plans because of the appealing new work environment.

Feature Article Wellness Design Tracks Health Care Trends


Nelson Morales, GSK’s Global Workplace Strategy & Change Manager, knows that healthy employees are en-gaged employees, and that part of man-aging health on a daily basis is to ensure a holistic workplace. I posed a few ques-tions to Nelson, beginning with:

“What is wellness design?” “It’s a sustainable design that supports healthy employees and is conscious of that support in every aspect of the work environment.” The environment encourages movement and activity, from the prom-inent grand stairway to the variety of work spaces throughout the building. All of the work stations are fully adjustable from sit to stand. Additionally, employ-ees can work and walk at the same time on walk stations—treadmills with mini desks. Collaboration is also a key factor in wellness design. Spaces are configured to increase opportunities for employees to engage. Mail delivery, for instance, is pro-vided in one central location, adjacent to a break area where employees can mingle. Natural light is also critical to a healthy work environment, and GSK’s all-glass facility is a testament to captur-ing sunlight. Employees feel energized in the natural lighting.

“Does wellness design work for everyone?”“Across the board, whether the employ-ee is an elite athlete, a couch potato, an extrovert, or an introvert, we have incor-porated spaces designed for different per-sonalities and work patterns. Our vari-ous conference rooms range from quiet, intimate spaces to large, open rooms that cater to noisy, more boisterous, collabo-rations.” GSK also has tranquility rooms with recliners that can be used for meditation or prayer, or serve as an oasis from the day-to-day hustle and bustle.From entry level employees to top man-agement, spaces designed for collabora-tion create powerful engagement among employees who might otherwise not have had frequent interaction.

“Has all this collabora-tion made the lines blur for top management?”“Not at all. When we took down the walls and eliminated the cubicles, we found that the vice presidents, who may have previously been sequestered in large offices, were engaging with the file clerks. Rather than losing power over the group, the team leader is now much more aware of employee issues.” An old adage that has blurred is the “9 to 5” work schedule. Technology, of course, has been primarily responsible for employees working longer and harder, but wellness design understands that the key to recharging an employee’s energy bank relies on frequent breaks. Throw the adherence to 9 to 5 out the window. The manager in a wellness workplace trusts his employees to get the job done on their own schedule. They are mea-sured by results, not appearances. Two of the many reasons employees enjoy their new work environment are the amenities and common spaces. The first floor cafeteria is frequently the scene of meetings as employees gather to eat and discuss work. “We encourage employees not to eat at their desks. We want them to congre-gate, get to know each other. And by all measures, the food in the cafeteria is great.” Other amenities include a Help Lounge, Health Clinic with a registered nurse, a multi-use cafeteria, a fitness cen-ter with formal exercise and yoga classes – sometimes held on the rooftop! Com-mon spaces include comfortable seating outside elevators, atrium and rooftop gathering spaces, and lounge areas where employees can rearrange furniture to meet their needs. A bike share program provides rental bikes. Employees need only bring their own helmets. Walking trails and a park, that includes a putting green, complete the menu of amenities.

“Does wellness design improve productivity and decrease sick days?”GSK began designing for wellness 12

years ago and brought its SMART work-ing concept to the United States first in their Parsippany, NJ, office and then at North Carolina’s Research Triangle and more recently at The Navy Yard. Nelson Morales cited one employee, set to retire, who made the decision to re-main working because of the move to the Navy Yard. “He said the new facilities gave him ‘a new career and a new life.’” While GSK will be capturing data to show improvements in productivity and decreased sick days, the proof seems evi-dent.

“Happy, smiling employees equal great results.”Tracy K. Johnson, FACHE, is a partner with HS&S and has over 25 years of health care consulting experience. Her career has focused on helping health care organizations ensure that their strategic, facility, and operational goals and objec-tives align to contribute to outstanding organizational performance and patient care. Tracy’s background includes strat-egy development, market assessments, clinical program planning, master facil-ity planning, replacement hospitals and reuse/repurposing of former sites, space programming, operations improvement and configuration, and capital prioritiza-tion. Her expertise has enabled hundreds of providers to create thriving, highly ef-fective facilities that receive high marks from both patients and providers. Nelson Morales, GSK’s Global Workplace Strategy & Change Manager, has over 18 years of experience support-ing businesses in global healthcare com-panies. He has led in several roles in real estate/facilities departments. Over the past 6 years, he has supervised Workplace Change Programs intended to help transi-tion employees to new, innovative, multi-space environments, personally transi-tioning over 4,000 office workers to open plan environments. Today, he helps shape and deliver GSK’s global workplace strat-egy agenda that cultivates transformative performance for employees. This agenda creates and links new spaces intended to help drive business performance.

Wellness Design Tracks Health Care Trends


The Rise of the Human

Factor:Workplaces

for Well-Being

BY KAY SARGENTASID, IIDA, CID, LEED AP I D+C


Although designing sustainable environ-ments, driving down cost and integrating rapidly emerging technology have been our focus in recent years, ultimately we are still designing for people.Designing sustainable environments is a good start, but sustainable practices have evolved and new guidelines have emerged. The focus today is less on checklists and more on common sense sustainability. Many clients are opting for ABC – all but certified – interiors where doing the right thing and being a good corporate citizen are more important than getting a plaque on the wall. Many clients are looking to reduce their overall square footage to not only reduce their costs, but their carbon footprint as well. And the Living Build-ing Challenge has cast a new light on the importance of eliminating chemicals from the workplace. At the same time, BIF-MA e3 level is evolving as the new stan-dard for measuring the sustainability of furniture, and LEED 2012 will address a broader range of issues, including walk-able sites and ergonomics.

Health and Technology Challenges in the OfficeNot that designing sustainable buildings isn’t important, but let’s face it, sitting stagnant in a chair at a desk staring at acomputer all day is killing us faster than whatever any wall is off-gassing. We need to start focusing on designing for the well-being of the occupant. People were never meant to sit for long periods of time. Until recent decades, we were a manufacturing or agricultural-based work force. People were active and on the move. Recent studies have shown that sitting for six to eight hours a day has the equivalent effect on your health as smoking a pack of cigarettes a day and can take up to two years off of your life span.1 A recent Gallup study showed that up to 72 percent of people are sleep-walk-ing through the day.2 A recent study by Healthways and Gallup has shown a direct tie between one’s personal well-be-ing and productivity.3 We need to get people moving again not only to stimu-late their minds but their bodies as well. Today, because so many people are focused on trying to measure produc-tivity, they are forgetting the goal is ul-

timately to improve it. We know that healthy, happy and engaged workers are far more productive and willing to work longer hours than employees who are disengaged and suffer from presentee-ism.Finding ways to have a healthy, engaged work force is essential.The positive impact technology has had on workplaces today has been well docu-mented. Fewer people can produce more work in a shorter timeframe, and we have rapid access to massive amounts of information. But what is starting to become apparent is the negative impact technology has had on us as well. Just be-cause we can be accessible 24/7 doesn’t

mean we want to be. And the stress of being always on with constant distractions is negatively impacting our productivity and health. The ping factor – the constant beckoning of technology – is reducing our efficiency and productivity – not to men-tion our sanity. We are on the verge of a total loss of privacy and the ability to concentrate, neither of which bode well for innovation. After all, throwing peo-

ple into an open space does not equate to collaboration, it often results in mindless chatter that causes some people to simply shut down. People need time and space to think, balanced with time and space to build bonds with co-workers. Bonds build trust, which leads to open collabo-ration, which fosters innovation. We need to get to the point where we are running technology, versus technology running us. Along with the new ways of work-ing, there needs to be a shift in how we design and manage our facilities to handle an increasingly mobile and flexible work force. Buildings were not designed for the varied occupancy we are now encounter-ing. Having 50 people in the space one day versus 150 the next impacts the way we manage our facilities. Not only does it impact the mechanical system, it also impacts parking, hours of operation, security and overall operations. With a greater number of workers in denser, open spaces – all of whom are sharing more surfaces and more germs – people will get sick more often unless we change the way we manage, clean and filtrate our facilities.

Designing for All Types of WorkCreating environments that have a bal-ance of collaborative and concentrative areas where people can truly find the right type of space for the task at hand is

key to accommodating work today. Work today is dynamic and can vary day to day and hour to hour. Creating a varied work environment through activitybased design will help engage employees, improve their wellbeing and increase productivity. So how do we accommodate all the various work styles, demographic groups and generations in the workplace today?

Figure 1: The Pendulum Effect, Generational Archetypes & Archetype Ages

Source: William Strauss and Neil Howe Research

We need to get to the point where we are running technology,

versus technology running us.


We give people choices. Activity-based design is being introduced as the new style of work. No longer are people expectedto go to the office and sit in one spot all day like potted plants.After all, the most flexible thing in any environment isn’t the walls or the furni-ture – it’s the people. One size misfits all, and there is no one perfect workplace. The key is giving people choices and spaces that stimulate their minds, bod-ies and imaginations. Our challenge is finding each company’s DNA, and demographics, work styles, regional in-fluences, organizational structure and culture all factor into the DNA equation. Our aging inventory of buildings will need to be retrofitted to accommodate new work patterns. Reusing existing buildings to accommodate varied occupancies and uses will be essential to accommodating

the emergingwork force and re-energizing our people and our communities.Recycling and reusing buildings will mean we need to make alterations to accommodate a wider variety of needs and uses in facilities that were original-ly designed for a sole use. Our buildings need to accommodate the multiple-facet-ed aspects of how we work today as well.If you follow the concept that history repeats itself and is cyclical, we are in the age of crisis. If the archetype cycle holds true, the Age of the Hero will follow. The Millennials (yes, the Millennials everyone has been berating) are poised to take us

into the new cycle as the heroes. Their high expectations, strong desire to partic-ipate and make a difference, and yearning for social action set them up ideally for the task. And per the archetypes cycle – the generation to follow the Millennials – whom I’ll refer to as the Digital Natives, are posed to be the Age of the Artist. They are the ones who could fulfill the balance between high tech and high touch that we are beginning to see emerge with the or-ganic and hand-crafted movements. They are the generation that could bring the rise of the human factor to fruition. I’ll also argue that to truly move forward, we need to abandon the no-tion of change management. Change is inevitable today; we don’t need to try and control or manage it, we need to harness it. In our new reality, change is part of everyday life; we need to help our cli-

ents move in a positive direction through forward facilitation. Helping our clients embrace emerging work patterns and preferences to truly empower and engagetheir employees will unlock their true po-tential. Yes cost is still a factor, but we need to balance it with the value of design and empowerment. And we can’t lose our focus on designing sustainable environ-ments, but we can ensure that we val-ue our own personal sustainability and well-being as well.Technology will continue to rapidly evolve in ways we can’t even imagine, but we can get the impact it has on us

in check. We need to design spaces that support the way we work today and em-powerus through employee engagement. The most valuable resource we have is our people, and we cannot forget that. The spaces we are designing are meant to sup-port us, not the other way around.Today, the new focus should be on the rise of the human factor.

Editor’s Note:CoreNet Global advocates the quality of working environments and work expe-riences as socially responsible corporate practices. For more information, please visit www.corenetglobal.org.

Sources:1http://www.diygenius.com/your-desk-

job-is-killing-you-thetruth-about-sitting-down-infographic/.

2h t tp : / /www. the soc ia lworkp lace .com/2011/11/18/you-asked-ianswered-a-social-workplace-starts-with-culture-and-engagement/.

3Healthways Well-Being Assessment Re-sults, 2010.

Reprinted from The Leader Magazine, published by CoreNet Global.

Feature Article

Recent studies have shown that sitting for six to eight hours a

day has the equivalent effect on your health as smoking a pack of cigarettes a day and can take up to two years off of your life span.

About the AuthorKay Sargent, ASID, IIDA, CID, LEED AP® ID+C, is Vice President Architecture, Design and Workplace Strat-egies for TEKNION. She has more than 26

years of experience as a practicing design professional and is an active member of CoreNet Global, CREW and IFMA. She also lectures regularly, teaches at the university level and has authored several articles and white papers.


FOR MORE INFORMATION

For more information on this topic, please search for this title on our Knowledge Center Online. Workplace: Shifting Work Styles Are Creating Shifts in Where We WorkThe Consumer-Led Workplace: Lessons from Facebook’s Vending Machines

Figure 2: Missing Hero Archetype during American Civil War and possible repeat had The World Trade Center succumbed to the original terrorist plot in 1993


Figure 3: Demographics of the Future Workfrce (Birth-Year-Ranges)


The Rise of the Human Factor: Workplaces for Well-Being

ARTICLE SUBMISSION

If you are a CoreNet Global NYC member interested in submitting an article for the Expert’s Corner on timely corporate real

estate industry issues, contact Alexandra Goggin at [email protected].


On June 4, CoreNet NYC, to-gether with IFMA NYC, Ur-ban Green Council and AGRI-

ON, presented the ESCOT (Enabled Sustainable Community of Tomorrow) Sustainability Symposium at Teknion.Over 150 attendees had the opportuni-ty to learn first-hand about new green technologies and services and spend one-on-one time with sustainability ex-perts in an exhibit hall setting. Experts discussed a wide range of topics, includ-ing intelligent job sites, tenant energy efficiencies, BIM for lifecycle building management, building management efficiency and HVAC improvements, renewable energy/co-generation, cli-

mate change and building design, in-novations in solid waste management, the intersection of sustainability and technology, supply chain and product sourcing, LED retrofit funding, and the Living Building Challenge.

In addition, Robert Luckey, corporate senior vice president, Pre-Construction Services, at Skanska, and Elizabeth Heider, AIA, LEED AP, senior vice president–Green Markets, discussed the advantages of sustainable struc-tures, such as operational benefits, cost containment, and health benefits for tenants, which in turn affect workplace productivity.

Noting that in the past, some owners have been reluctant to build green be-cause of high costs, Mr. Luckey cited an overall trend toward reduced de-sign and build costs as the market has matured. He added that the initial investment in sustainability can have a powerful impact on the future oper-ating costs of a building. For example, the reduction of energy and water con-sumption can significantly lower long-term maintenance expenses.

Building on Mr. Luckey’s comments, Ms. Heider stated that the financial benefits of creating a sustainable struc-ture can be realized in six to 11 years.

ESCOT Sustainability Symposium Showcases ‘Green’ Experts

Past Events


Women’s SIG Hosts ‘Spring into Summer’ Networking Reception

The Women’s SIG held its fourth annual “Spring Into Summer” networking reception on June 6. More than 130 members and guests from major corporations and service providers gathered on

CBRE’s outdoor terrace at 200 Park Avenue to enjoy an evening of cock-tails and conversation amidst the backdrop of the Grand Central District. It was a great start to the summer season!

She also reminded the audience that a flourish-ing economy requires a healthy environment, and emphasized that today’s developers, engi-neers, builders, planners and architects must take responsibility for the built environment.

Quoting an ancient proverb – “We do not in-herit the Earth from our ancestors, we borrow it from our children” – Ms. Heider pointed out that sustainability is not simply a smart busi-ness initiative, it is the right course of action that will have far-reaching impact on society as a whole.


The Strategy & Portfolio Plan-ning Committee produces sev-eral events each year on cur-

rent topics of interest pertaining to real estate and workplace goals, challenges, ini-tiatives and achievements.

Committee members are:

• Barry Alton, Jefferies & Co, Inc (Chair)

• Christine Barber, Gensler (Vice-Chair)

• Dinesh Acharya, Jones Lang LaSalle

• Jodi Brown, Thomson Reuters

• Fran Ferrone, Mancini Duffy TSC

• Nicole Freilich, Haworth

• Andrew Garnar-Wortzel, Gensler

• Justin Mardex, Gensler

• Tyler McNeil, Cushman & Wakefield

• Howard Peskoe, Herrick Feinstein LLP

• Richard Podos, Lance LLC

“Portfolio Planning and Workplace Strategies - Where Finance and Culture Collide”

(The following summarizes the Committee’s closing event of the season, hosted by Time Life on May 29th)

There may not be a miracle cure but at least there’s group therapy. CoreNet SPP’s most recent panel discussion focused on the challenges of aligning Portfolio Planning

and Workplace Strategy. Moderated by Architect and Workplace Strategist, Brady Mick of BHDP, the point of consensus (and commiseration) among the 100+ attendees was that despite the devastating economic downturn of recent years delivering holistic and integrated solutions is still difficult at best, largely due to a wholesale resistance to change on the part of end users. Pan-elists included Chris Staal, Global Head, Real Estate & Facilities, Thomson Reuters; Bethany Davis, Workplace Strategy Lead, Boston Consulting Group and Benjamin Kochanski, Deputy Regional Commission-er, GSA.

The panel confirmed that from manage-ment’s perspective, finance is the primary driver, and all agreed that striving for po-tential real estate savings is worth the trou-ble, especially if it can save jobs. The goal

is to produce “a work environment that creates a performance-based culture” using money as a catalyst, said Chris Staal. But when Bethany Davis quoted Frank Duffy with “real estate is slow and stupid“ the panel concurred, citing company culture as a frequent impediment to affecting change. “If you want to work towards change, people need to be motivated to do that…I think changing the culture of an organiza-tion is just about the hardest thing to do,“ Ben Kochanski confirmed.

Potential approaches included a redefini-tion of “entitlements,” pilot projects to test the waters, and allowing business units the latitude to “create their own sandbox” within standardized parameters. So while it may be almost impossible to impose cultur-al change, it is possible to achieve desired results by encouraging (vs. mandating) new behaviors. With an investment of time, talent and perseverance, it can happen.

Community Highlight: Strategy & Portfolio Planning

Past Events


Community Highlight: Strategy & Portfolio Planning

Members

Mindy Williams-McElearney has recently joined L&K Part-ners Inc., a construc-tion management firm, as Vice Pres-ident. In this new position, Mindy col-

laborates with the partners to bring strategic vision and direction on all marketing, branding and client- relations initiatives. Her previous work experience at design firms and furni-ture companies, as well as her involve-ment with CoreNet, will lend a unique perspective on industry trends and mar-ket trajectories.

newsin the

Thank You to Our 2013 Annual Sponsors

PLATINUM

GOLDCassiody TurleyStructure ToneColliers InternationalJT Magen & Company Inc.

Jones Lang LaSalleVVA Project Managers & ConsultantsAllsteel Inc.

SILVERCertified Moving & Storage Co., LLCSteelcaseArenson Office FurnishingsKnollEvensonBest, LLCKimball OfficeWaldner’s Business Environments

Milrose ConsultantsWB WoodG3 ArchitectsPlatinum TerrazzoConsolidated CarpetTurner InteriorsThe Meehan Consulting Group, Inc.

BRONZEAFD Contract FurnitureSherland & Farrington Inc.Biggins Lacy Shapiro & Company

MEDIA SPONSORSALM Real Estate Media GroupReal Estate WeeklyThe Commercial Observer

ACADEMIC PARTNERSHIPNYU Schack Institute of Real Estate

The Membership Committee, chaired by Lee Kosmac of Newmark Grubb Knight Frank, focuses its efforts on Membership Attraction, Satisfaction, Participation and Retention. Two recent initiatives of the Committee include: Membership Liaisons and Career Develop-ment. The Membership Committee requests one person from each of the each of the other Chapter Committees (Administration, Programs, Workshops, Sponsorship, Special Events, SIGS, Communities) to attend Membership Committee meetings as a Liaison. The liaison is responsible for updating the Membership Committee on events and efforts of the oth-er Committees, while also communicating the initiatives and efforts of the Member-ship Committee to the other Committees. This has generated fresh ideas for mem-bership programs and creative ways to cultivate non-members who attend various chapter events. The Career Development initiative provides resources for MITs (members in transition) and explores career management programs, including career coaching for all mem-bers. For example, CoreNet NYC members can now receive a complimentary membership to the Five O’Clock Club, a Career Management and Coaching organization to help members with professional development.

Committee Highlight

COMMUNICATIONS COMMITTEE

Alexandra Goggin,

The New York Century Group

NEWSLETTER CHAIR

Kendall Sowers, Regus

PR AND MARKETING CHAIR


CORENET NYC ANNUAL GOLF OUTINGJULY 15

OLD OAKS & CENTURY COUNTRY CLUBS

On Monday, July 15, the CoreNet Global New York City Chapter held its annual Golf Outing to a nearly sold out crowd. Golfers at both Old Oaks Country Club and Century Country Club enjoyed a day on the golf course, followed by an evening of cocktails, dinner, awards and both a silent and live auction. Through the generosity of CoreNet members and their guests, the Golf Outing raised over $40,000 to benefit Home For Our Troops, an organization committed to providing severely injured veterans and their families with handicap accessible homes. The money raised will go towards a home for Sgt. Luis Remache, a local NY wounded Marine.


WARM WELCOME TO OUR NEW MEMBERS

Alter Martine Viable Holdings/DBA Moving Maven

Beatus Jesse Federal Reserve Bank of New York

Becker Robert The Durst Organization

Bello Leo Guardian Life Insurance

Carter Marian CFI, LLC

Craven Robert Wilkhahn Inc.

Foley Ashtyn Shaw Contract Group

Funk David Cornell University

Gopan Josh Simone Development Companies

Hines Scott Mancini Duffy/TSC

Keefer Edward Jones Lang LaSalle Americas, Inc.

Kluener Edward In Transition

Kyung Jae NYU

Laevsky Robert BlackRock

Lyndon Stephanie JP Morgan Chase

McGraw Clyde Inwindow Outdoor

Moeder Andie Jones Lang LaSalle

Sandberg Erika Publicis Groupe

Seigenthaler Paul Actio Corporate Asset Advisors

Sinyakov Maksim CPEX Real Estate

Sullivan Margaret H3 Hardy Collaboration Architecture

Tumbrello Douglas Actio Corporate Asset Advisors

New Members


We thank you for your generous support!

Sponsor Highlights

Cresa’s New York City Office tracks local real estate market statistics in the five boroughs of New York City: Manhattan, Brooklyn, Queens, the Bronx and Staten Island with a primary focus on the Manhattan Midtown North, Midtown South and Downtown submarkets. Our professionals are knowledgeable in current trends and market conditions. They have significant experience in addressing the needs of the business community. Whether finding the perfect space, negotiating favorable lease terms or arranging the optimal space layout, our team offers a range of invaluable resources to help tenants find the best occupancy solutions.

Cresa is the tenant’s advantage. We see real estate differently. Cresa is an international corporate real estate advisory firm that exclusively represents tenants. We focus on real estate strategies that help you to attract top talent, reinforce your brand, and increase profitability. We take a consultative approach and fully understand your business before we make any recommendations. Our broad range of integrated, tenant focused services means we can handle any type of assignment, large or small. With 58 offices, Cresa is the largest tenant representation firm in North America. Through its partnership with Savills, one of the world’s largest commercial real estate services firms, Cresa covers more than 255 locations in 40 countries. For more information visit www.cresa.com

Cushman & Wakefield, the world’s largest privately-held commercial real estate services firm, advises and represents clients on all aspects of property occupancy and investment, and has established a preeminent position in the world’s major markets. Founded in 1917, it has 253 offic-es in 60 countries and more than 15,000 employees offering a complete range of services for all property types, fully integrated on a global basis. A recognized leader in corporate outsourcing, the firm currently manages properties and portfolios totaling more than 904 million square feet world-wide representing a diverse customer base from owners/occupiers of single assets to many of the world’s largest corporations.

Avison Young is the world’s fastest-growing commercial real estate services firm. Headquartered in Toronto, Canada, Avison Young is a collabo-rative, global firm owned and operated by its principals. Founded in 1978, the company comprises 1,200 real estate professionals in 46 offices, providing value-added, client-centric investment sales, leasing, advisory, management, financing and mortgage placement services to owners and occupiers of office, retail, industrial and multi-family properties.


Sponsor Highlights

In businesses around the world the workforce is changing. The expectations of workers are changing. How work gets done is changing. The tools of work are changing. The work itself is changing. There is a new landscape of work. At Herman Miller, we are working with the world’s leading thinkers and designers to apply a greater understanding of people – how we think, how we are motivated, and how we create and collaborate to this new landscape of work.

Headquartered in Zeeland, MI, with manufacturing operations in the US, China, and the United Kingdom, the company has subsidiaries, distributors, licensees and clients in more than 140 countries and on every continent. Herman Miller fiscal 2012 revenues exceeded $1.7 billion

Through relentless research, ideation, innovative design and engineering, Haworth is a leader in the development and production of office furniture and architectur-al interiors—including raised access flooring, moveable walls, systems furniture, seating, storage, wood casegoods and technology solutions. Haworth is also at the forefront of sustainable workplace solutions - our products can lead to savings through reuse, recycling and reduced energy consumption. Established in 1948 in Holland, Michigan, Haworth is privately held, offering a personal touch on a global platform and serving markets in more than 170 countries through 600 dealers.

Johnson Controls Global WorkPlace Solutions (GWS) has launched an innovative workplace monitor-ing system ‘Workplace Motion’. The technology is a ‘passive’ workplace monitoring system that uses a combination of heat and motion sensors to provide an accurate picture of how a workplace is actually being used in real-time to identify spare capacity. Workplace strategy experts analyze and interpret the data from a company’s entire portfolio, single building or floor, to help them make strategic corporate property decisions. With average global utilization tracking at 48 percent the tool identifies opportunities across the portfolio to unlock this potential.

For more information on Workplace Motion contact Kenneth Raisbeck on [email protected] or visit www.johnsoncontrols.com/space_utilization

insite

WednesdayAugust

14

TECHNOLOGY IN REAL ESTATE COMMUNITY: WHY DOES IT TAKE SO LONG? TELECOM CONNECTIVITY IN YOUR BUILDING

CRE LEADERSHIP WORKSHOP: ADAPTING TO SUCCEED

WOMEN’S SIG NETWORKING EVENT

WednesdayJuly

24

ThursdayAugust

22

To be a thought leader, forum and resource for corporate real estate professionals in New York City.

Our Vision:

Advancing innovation and professional development in Corporate Real Estate.

Our Mission:

Save The Dates for These Upcoming Events!

insiteInsite - Summer 2013New York Chapter of CoreNet Global, Inc./Newsletter

CoreNet Global New York City Chapter380 Lexington Avenue, Suite 1920New York, NY 10168

corenet wellness article

Documents