7:45 – 8:30 a.m.

The Workplace Community officially launched Tuesday morning at a breakfast meeting with approximately 50 people in attendance.

Ron Adam, CoreNet Global, welcomed the group and emphasized that engagement - participation, sharing, contributing - is vital for the community to be successful. He pointed out that this new community will be member-driven and member engagement is a necessity for success.

Joel Ratekin, Capital One, described the general community structure. He stated that networking is the number one priority and that interaction enriches both lives and careers. The work of the community is fourfold:

1. Research – surveying, benchmarking, data mining
2. Awards – recognizing the most innovative and best in workplace practices and initiatives
3. Learning – determining how the community will engage in CoreNet Global learning programs
4. Summits – giving input for emerging tracks, topics and speakers

A roundtable discussion followed, where attendees were asked to discuss two questions: 1) How can the Workplace Community help you and your business; and 2) What CoreNet Global activities should the Workplace Community support? Scribes at each table took notes, which will be compiled and shared with the group when completed.

9:00 – 9:45 a.m.

John Krug, VP Business Development, Metro Orlando Economic Development Commission

Jim Harbaugh, Senior Director Corporate Real Estate, Bristol-Myers Squibb Company

Jay Biggins, Executive Managing Director, Biggins Lacy Shapiro

John Krug welcomed a standing-room only crowd to this educational session describing "Project Hummingbird," the code name for the Bristol-Myers Squibb's fast track mega deal to build a biologics plant at a former Army base in Devens, Massachusetts to manufacture Orencia, a drug for rheumatoid arthritis.

Jim Harbaugh of Bristol-Myers Squibb described the project as one of "site selection on steroids." Project Hummingbird was named for this project because a hummingbird flies as fast as it can go and has no idea where it will land. Bristol-Myers Squibb needed to move fast to find a location for their new biologics plant and engaged Biggins Lacy Shapiro to develop, implement and control a carefully designed and tightly integrated site selection and incentives process.

Initially 29 metros in 18 states were identified, of which former Army Base Fort Devens was selected. Through incentive negotiations regarding tax and regulatory relief, land availability, infrastructure capabilities, permit expedition, and value-added incentives the deal was made. Some of the keys to the success of this major deal were: 1) Boston is a leading life science cluster; 2) a sustainable labor pool; 3) fast track permits and approvals; and 4) highly competitive financial incentives.

9:00 – 9:45 a.m.

Stan Kaczmarczyk, Acting Principal Deputy Associate Administrator,
Office of Governmentwide Policy, U.S. General Services Administration

Bruce Richards MCR, National Portfolio Manager, Australia Post

Bruce Richards presented this standing room-only-session on how Australia Post reinvented its approach to the analysis of its assets by employing a portfolio-wide methodology.

Instead of disposing of land that may have previously been deemed unprofitable, Australia Post, the second largest property owner in Australia, sought to optimize and add value to its property assets. Richards shared the Post's evaluation methods: assess assets, stabilize the asset core, grow assets, and grow cash flow while optimizing the portfolio.

Richards, next, walked the attendees through several case studies:

In Perth, Australia Post owned a 20,000 sq. ft. heritage building constructed between the years 1914 - 1923. Just 3.5 years ago the inside was merely a shell. While one of the men accompanying Richards on his initial tour of the building exclaimed, "What a mess!" Richards saw a great opportunity. The seven story tall building was solid, full of tall windows, and contained a soaring atrium. Capitalizing on the attributes of the site, Australia Post has begun a rebuild of the site. They will leave as much space open as possible to connect the interior of the building with the outdoors. Air bridges will be built to allow for movement from one side of the building to the other without blocking much of the view. Active and passive tubing and ceiling grids will add an additional measure of sustainability to the project. This investment class asset will derive income from other tenants including those that will provide retain shopping on the ground floor. It is valued at AUS$80 million, according to Richards. He states that refurbishing costs will run $30.9 million, and relocation of Australia Post to the new building will cost $4.1 million for a total of $53 million. Projected rental of the building will bring in $5.5 million and at a cap rate of 6.5% the end value will come to $85.5 million, a gain of $32 million, Richards reveals.

An additional case study Richards reviewed was an industrial facility Australia Post purchased a decade ago to hold onto as a land bank. Now, Australia Post is in the process of abolishing the site's existing buildings. This property, unoccupied for years, falls under Australia Post's investment class. The industrial site is valued at $21.1 million, remediation will cost $3.6 million for a total investment of $27.7 million. Richards shared that the strategy for the site is to market the property for joint venture development in which Australia Post will retain equity.

Australia Post is investing in small scale developments as well. In Forster, an under-utilized side was turned into a post shop along with 3 - 5 retail ventures. Australia Post invested $1.6 million into this general class asset that had an original income of $64,000. It is currently valued at $2.6 million with the real income going to the profit and loss account.

In summary, Richards stated that corporate real estate strategy is increasingly integrated with corporate strategy, corporate real estate is on senior management's agenda, and corporate real estate performance is rigorously measured. He concluded by stating, "Corporate real estate strategies pay."

9:00 – 9:45 a.m.

Doug Gatlin, Director of National Accounts, LEED®, U.S. Green Building Council

The USGBC's portfolio program, currently in pilot phase, is an innovative LEED®-based program that provides cost-effective portfolio solutions to improve the environmental performance of participating companies and organizations.

Doug Gatlin shared with the 200+ attendees how important sustainability is becoming in today's world. This importance is evidenced by the ground swell of interest in green buildings as well as the huge growth increase in membership at USGBC from 1,000 members in the year 2000 to over 8,000 members today.

USGBC is trying to develop betters ways of certifying buildings by developing easier and less expensive ways to register "green' properties. At the same time, they are working figure out the best way to certify multiple properties to make the process less cumbersome. USGBC's overarching goal with this project is to guide companies along the path to adopting sustainability best practices as standard procedure and to make it easier for companies to implement sustainable projects and solutions.

Gatlin suggests that companies build LEED standards in to the design and construction of new buildings, and made additional suggestions on how attendees can achieve certification for existing buildings. He states that the support of leadership across the entire organization is critical. For those seeking to begin improvements, once leadership is on board, the most likely place to begin improvements is implementing recycling programs, looking at green cleaning IAQ management and PM programs, he said.

Examples of sustainable solutions implemented by LEED certified propertied include:
• Rainwater retention
• Passive solar shading
• Daylight controls
• Recycled content materials
• Low toxicity materials

Gatlin explained that USGBC uses a point structure for certifying existing buildings and rates building on:
• Sustainability
• Water efficiency
• Energy efficiency
• Indoor environment
• Innovation

The buildings must meet all the criteria and need 32 points to qualify. He concluded with sharing an example of an existing building that achieved certification, the Getty Center in Los Angeles.

The website for more program offerings and tools is www.usgbc.org.

9:00 – 9:45 a.m.

Stephen Binder, MCR, SLCR, Senior Advisor, Cushman & Wakefield

Randy Smith, VP Global Real Estate & Facilities, Oracle

Elliot Farber, Senior VP, Equis

Martin Woodrow, EVP, Equis

In "Strategic Partnering for Mergers & Acquisitions," Oracle's VP of Global Real Estate & Facilities Randy Smith outlined the partnership that helped position Oracle for the largest M&A within the software industry when it acquired PeopleSoft at over $10 billion in 2004.

Smith revealed his initial fear at his company's desire to acquire PeopleSoft, which until this time had very few acquisitions. He described the decision to partner with Equis that allowed him to develop a detailed M&A tool kit to save costs and provide a reserve number recommendation that now stands within 5% of the original recommendation. The partnership was a key element in securing corporate real estate's role in the M&A, according to Smith.

"This gave Randy a seat at the table," asserted Martin Woodrow, Executive Vice President of Equis. "Him being in that room and tee'ed up to go - you can then help build that reserve instead of it being thrust upon you."

Equis provided Oracle with a toolkit that included a customized portfolio data request template, a portfolio summary, a metro comparison table and reserve template.

"In addition to reserve, it helped build the entire contingent liability," Woodrow added. "The outcome of this was an ongoing real estate budget, which also allowed them to create a bottom's up budget for the entire organization."

For Oracle and Smith the success story continues. Since the PeopleSoft acquisition, Oracle has acquired another 30 companies for a combined $24 billion. In addition, real estate is brought into very initial due diligence phases and forms a critical part of the integration team, Smith explained.

10:15 – 11:15 a.m.

"Green is good. There's nothing wrong with that. But moving beyond incremental improvements is not only where the real opportunity is, but crucial if we are to get to a more sustainable world."

That's how Dr. Stuart Hart, S.C. Johnson Chair in Sustainable Global Enterprise at Cornell University, kicked off his Tuesday Mega Session address.

"I believe we stand at the threshold of a really important time in human history," he continued. "Global capitalism stands at a juncture similar to the one faced in 1914."

Between 1914 and 1945, Hart pointed out, world wars, economic depression, fascism and communism almost succeeded in eliminating capitalism from the face of the Earth. Today, he said, the problems global capitalism faces - international terrorism, the backlash against globalization, and global-scale environmental change - are no less daunting. "Constructively engaging these challenges will be the key to ensuring that capitalism continues to thrive in the coming century, to everyone's benefit."

But while capitalism addresses those challenges, it's imperative that it also incorporates sustainability. Sustainability, Hart admitted, "means different things to different people."

He cited a famous quote by William Ruckelhaus, CEO of Browning Ferris: "Sustainability is as foreign a concept to managers in capitalist societies as profits are to managers in the former Soviet Union." To say the least, there are some hurdles to overcome.

Most of what companies are doing today in the area of sustainability is in environmentally friendly facilities management, green buildings and greening the supply chain, Hart asserted. "But the big opportunity for tomorrow is beyond green. What's needed is a quantum leap - disruptive innovation."

Outside the company walls, urban reinvestment, brown field redevelopment, and civic entrepreneurship can make a big difference. And clean technology, eco-effectiveness, biomimicry (e.g. learning from and imitating nature), sustainable technology and restorative technology are just a few of the tools available that can help companies make that quantum leap forward.

"New technologies will make old ways of doing things obsolete," Hart claimed, adding that technological advancements can play a crucial role in minimizing the environmental impact of the world's burgeoning population growth.

11:45 a.m. – 12:30 p.m.

CoreNet Global CEO Prentice Knight joined Chairman Mark Golan on stage to recognize and thank the voting and associate board members whose terms ended today:

They also approved and welcomed the following members to serve three-year terms on the board:

Hugh Andrew, Rick Bertasi, Karen Campbell, Bruce Richards, and Mike Zamora will serve as associate directors during the upcoming year. David M. Harris, Mark Tamburro, Ron Zappile, and Mark Golan will serve as the officers of Chair, Chair-Elect, Treasurer, and Immediate Past Chair respectively.

Knight offered a special thank you to Mark Golan, the outgoing Chairman, for his time, dedication, and service to the organization and its members.

Prentice Knight presented an ambitious vision for CoreNet Global going forward through the year 2020. The heart of this vision is to place members front and center, which will change the course of CoreNet Global as it charts its way into new service areas and offerings. Newly elected Chairman David M. Harris shared the board of directors' priorities for the upcoming year and their alignment with the overall 2020 Vision.

Winners 5th Annual Economic Development Leadership Awards were announced at the session. Knight stated, "Today, we are honoring the best and brightest in the industry."

The 12 finalists and winners were recognized in two categories, Leadership & Innovation and Major Projects/Deals. The four winners are:

Next, the Chair of CoreNet Global's Community Reinvestment Council, Charlie Sloan, thanked participants and donors who have worked on nine projects and donated $2million over the 41/2 years of CRC. This year's project, lead by the Denver Chapter of CoreNet Global, brought members and sponsors together to serve the oldest nonprofit organization in Colorado, the Denver Children's Home. The Denver Children's Home is a residential and outpatient treatment center for traumatized, abused, and neglected children. CRC participants worked on the rebuilding of dormitories in the 1901 building, and created places recreation and quiet refuge.

2:00 – 3:30 p.m.

Roy Cloudsdale, VP Corporate Clients, Johnson Controls

Jay S. Wallace, Facilities Architect, Boeing

Don Jirucha, Boeing

Michele Ponicsan, Principal, BurkettDesign

John Whitcomb, President and CEO, Stellar Vision

In this session, representatives of Burkett Design and Stellar Vision, along with the Boeing facilities architect and one of the building's end users, shared their insight on the process and end results of Boeing's relocation project in Colorado Springs, CO. By employing an innovative program to make their space as effective and productive as possible, Boeing and their project partners brought together disparate operational groups into one integrated workspace.

Moderator Roy Cloudsdale, Johnson Controls, set the tone for this upbeat, colorful, and informative session. Next, Boeing's facilities architect Jay Wallace took the podium. He explained that Boeing's lease expiration provided the company an opportunity to build a new facility that not only would accommodate workers of varied needs and security levels but also would remove boundaries for less silo-ed work and, hopefully, change the whole culture of the workforce. Boeing's guiding design focus for this project is named Lean Office. Lean Office centers on worker productivity and effectiveness, collaboration, work/life balance, access to daylight, "work anywhere" within the office as well as virtually, connection to product, recognition and accommodation of change, removal of expressions of the company's hierarchy, and ergonomics.

The Lean Office process timeline that Wallace shared contains 12 steps: 1. Establish high-level sponsor, 2. Obtain funding, 3. Set compelling vision, goals, and objectives, 4. Engage workers with surveys, seminars, and interviews, 5. Document existing work conditions, 6. Apply affinity programs to plan with block area diagrams, 7. Establish work-setting standards, 8. Select best diagram option & produce layout, 9. Issue web-based survey of existing conditions, 10. Complete the design and construction, 11. Move customer into the new place and celebrate, 12. Issue web-based survey of new space. Wallace emphasized that the end users of the new building were engaged in the process from concept to delivery.

Next, Michele Ponicsan of BurkettDesign described how her company's design fit within the Lean Office objective to use the space efficiently while improving layout, supporting work flow, enhancing communication and collaboration, accommodating growth, providing flexibility, and allowing for working visitors. Some of the challenges, she shared, were to accommodate a new business group that decided at the last minute to move into the building (and claim the offices with the prime views), and to integrate complex security and technology requirements. The mission was accomplished with a L-shaped building design, with two floors, zoned by security and office, conference, support, and informal meeting and display areas. All together, the design provided a unified, inspiring space to meet the worker's needs, enhance communication and collaboration, and encourage the occupants to "dream and scheme."

To better support workers and the goals of improved collaboration and communications, special attention was paid to the design and coordination of the meeting spaces of the new building. John Whitcomb with Stellar Vision, whose company completed this element, stated that this project was different from many others due to Boeing's strong commitment to its workers, quality standards, and budgets. Stellar Vision, he said, first inventoried the existing meeting space technologies, operations, room designs, and performance (based on the previous building), measured each one, and evaluated it based on the SCORE Measurement they developed to guide the project. Like with the other presenters, Whitcomb stressed that each development was repeated over and over to make sure that everyone understood each step along the way as well as the deliverables. "Boeing's focus on collaboration carried over to the design team, who made sure that everyone what a part of the process," he revealed.

Don Jirucha, a Boeing employee located in the new Colorado Springs building, concluded the session. "It's been a great place to work," he said. "It really has paid off." Jirucha shared some of the unexpected benefits of the building as well and some of the challenges faced by workers there. On the bright side, one Boeing customer liked the building so much that they moved into unoccupied space on the bottom floor, visitors are well accommodated during missile testing, and employees say it is the nicest facility they have worked in at Boeing. On the flip side, one challenge is the perception that the upper floor-where the business development unit resides-is more important than the bottom floor. Jirucha also shared that the old culture is hard to change with people missing hard wall offices over cubicles and the like. He said, with a smile, that window cubicles are in high demand.

Overall, Boeing assesses the building as having met the Lean Office goals and being a highly successful project.

2:00 – 3:30 p.m.

Karen Stephenson, Ph.D., President, NetForm International

David Fik, Manager of Workplace Strategies, Haworth

Margaret Serrato, Ph.D., AIA ASID LEED? AP, Strategic Planner, TVS Interiors

Rick Harris, Senior Director, MTV Networks, CORE Services

This session featured case studies and a panel discussion about organizational structure and how floor prints affect productivity, collaboration and communication. Two organizations, Haworth and Music Television Network, designed communication paths in their respective workplaces and shared how these new designs have affected the internal work environment, made the organizations more effective in communication, and demanded culture change within their organizations.

Haworth's corporate headquarters involved renovation inside and out. As a LEED® Gold building, four key drivers were involved - sustainability, design performance, new direction and culture, and human performance. The result was a chassis design with variation in space and communication paths that align the organization to be more effective and productive.

MTV Networks redesigned their workspace by "plucking" key leadership from an executive 4th floor and placing them into new space. The old model was shaken up, and the 2nd floor of the building became the new destination. Through strong zones of circulation that are equally distributed, shaking up an old departmental design, and displaying branding throughout, the new 2nd floor is now the place where people gather.

Margaret Serrato showed the audience how space can be designed for more informal communication, how circulation paths are important in space layout, and how circulation patterns can be used to locate employees in optimum places for productivity and collaboration. These paths identify intersections-from hot to cool-where people and ideas meet and where work is accomplished. Space syntax, or space layout, is a driver in communication and idea generation.

Following the case studies, the panel discussed specifics of their projects and fielded questions from the audience.