140409 lpl financial final presentation

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LPL Financial Interview Presentation

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  • Strategies Used in SD Facility(13 story, 415,000 SF):3 fuel cells convert biogas into carbon-neutral electricity that will allow the building to achieve net-zero energy statusEnergy meters are located throughout the building to monitor and manage the tower’s reduced energy consumptionAll surplus power is pushed back to the grid through San Diego Gas & ElectricLED lights w/ automatic dimmingOccupancy sensorsWater Recycling: 88% of tower’s water consumption, nearly 2.5 million gallons annually, is recycled and used for irrigation and other building needsWork with ergonomists for custom furniture – automated adjustable furnitureFitness Center, wellness manager, healthy food cafeteriaOn-site charging stations for electric vehiclesUnder Floor Air Delivery
  • Who are your team members and what are their credentials?What experience does your team have with projects similar to LPL’s?What disciplines does your firm have in addition to corporate office that could aid in planning and design?What would be your approach to gathering information, establishing priorities, and making decisions throughout the design process?What are the key issues for consideration in the Project?What consultants would your recommend hiring as part of your team? Would it be practical for some of your team members to co-locate in Charlotte?What are the standard hourly rates for the people in your team?What references can you provide for past, similar projects?
  • Internationally and nationally, the firm has been recognized with over 400 awards for excellence in urban planning and for their finely crafted sustainable buildings including two 2013 Honor Awards for renovation projects The individuals who represent the firm are considered thoughtful leaders in our profession.
  • We have 16 LEED Platinum Projects.
  • The AIA has recognized the firm with eight Top Ten Awards.
  • No words.
  • It is clearly evident how much you value your employees. Not only that, but it is clearly evident how much you value the people in your communities and throughout the world. You embrace being responsible, thinking ahead and innovation. People are at the core of your success of being the global leader in your industry.PEOPLE MANAGEMENTThe people management of the Group is based on the attitude that - provided appropriate conditions are established - the employees are willing to take on responsibility and to act in a responsible way in accordance with the Group’s basic values.
  • Work flow has been shifting for quiet some time… but it is even more recognizable now with help of technology and shifting demographicsOrganizational structure of many corporations have evolved over years from a very hierarchical structure to one that is much more collaborative.Communication flows through in multiple directions rather than top downPools of knowledge in an organization is well connectedThe workplace needs to start supporting this important change.
  • Importance of Family has not been part of the conversation before, but that needs to change as well.In United States 48% of children live in households where all parents are working (single parent or both parents)Yet, according to United Nations, U.S. is the only industrialized nation that doesn't mandate that parents of newborns get paid leave.Flexible schedules and remote work is gaining importance, the workplace needs to continue to support this.
  • So what does that mean for the future of the workplace?We believe that the new workplace needs to be human-centered.The office of the future should be a tool which allows us to perform few basic activities, allowing this small community in the workplace to interact.This diagram is not a spacial diagram, but rather an activity based diagram.Research- experiment, test develop ideasMeet- gather and collaborateNurture- Relax, play, be healthy, inspire(d)Grow- place for and welcoming to familyNourish- value food growth, get nourishment, connect with one another to strengthen our values as a communityFocus- quiet and secludedThe strength of this workplace can only be as strong as its connection to other systems around it.Natural- geography, climate and connection to natureSocial- larger community as well as our external colleagues and expertsBuilt- building systems to transportation systemsModel of nature, creating a resilient but well connected environment which is generous now and in the future.
  • As one the most valuable assets in your organization, your employees will be impacted by their work environment. The environment that we spent many hours of our day will impact our health, happiness, well-being and of course our productivity. We believe, by ensuring that the built environment has a positive impact on its users, your organization can
  • That used to be not the case. The workplace is not a new idea. It has been evolving over time.(1928 USDA Office of Information)In the past, the “stuff” dominated the office space.We had a desk and a chair and all the tools that allows us to do our work. In the 20’s that was mostly paper.
  • ----- Meeting Notes (1/24/13 11:38) -----Like Steve mentioned for the University of Texas, the IUB
  • That used to be not the case. The workplace is not a new idea. It has been evolving over time.(1928 USDA Office of Information)In the past, the “stuff” dominated the office space.We had a desk and a chair and all the tools that allows us to do our work. In the 20’s that was mostly paper.
  • Working in a collaborative, integrated mannerClearly articulated principles, project goalsClearly defined processBringing all disciplines and stakeholders to the table very early in the processKey DriversMilestones and deadlines
  • However, when working in an HPID approach, we have found traditional rules don’t necessarily apply. Rebalancing traditional priorities – fine tuning systems to actual building design, integration of systems – we often find it is far more effective to put more of your budget dollars toward “passive strategies” and thereby reducing you demand on active, power consuming mechanical and electrical systems. This is consistent with what Steven and Rod shared in their earlier studies.
  • Stress collaborative dialogueRegularly scheduled meetings, be here when needed to meet face to faceandOne-on-one meetings w/ OBO and disciplines
  • ----- Meeting Notes (1/24/13 11:38) -----Like Steve mentioned for the University of Texas, the IUB
  • Sensors on open windows, weather station, durable materials
  • Intention with remaining slides: Owner’s goals,collaborative approach / team,Strategies,Results,SharingAs a state government building sited at the southeastern corner of the Capitol Complex, the building represents the political temperature of the State. In particular, its strong sustainability goals represent significant commitment to model positive development by the State and its agencies. It’s also a symbol of efficient use of the State’s limited resources — an outward expression of environmental responsibility, explicitly different from the existing historic stock while respectful in terms of scale, proportion and value. It has a positive influence on stormwater issues that affected the viability and prior development of this site. Furthermore, the building creates a strong eastern entry to the Capitol grounds as a tie between varying architectural styles, between old and new. The Capitol is a significant hub for metro-area transit options, as all city routes are available on site or within one transfer. Preferred parking is available on site for vanpools and alternative-fuel and hybrid vehicles; showers are provided to encourage cycling and walking; and parking was reduced to the minimum allowed by local code.
  • 3-5 Building Campus totaling 600,000 SF Initial requirement is for 450,000 SF, with 150,000 SF of future expansion space designed in the campus planOccupancy in September 2016Customer support and IT functions
  • 3-5 Building Campus totaling 600,000 SF Initial requirement is for 450,000 SF, with 150,000 SF of future expansion space designed in the campus planOccupancy in September 2016Customer support and IT functions
  • Most slated to move to AY are coming from private offices. There is much concern for having the ability to concentrate.
  • 140409 lpl financial final presentation

    1. 1. Join the conversation |
    2. 2. Join the conversation |
    3. 3. Experts with National Experience Steve McDowell FAIA | BNIM Our Team Rod Kruse FAIA | BNIM James Pfeiffer AIA | BNIMElif Tinney IIFA | BNIM Aaron Ross PLA | BNIM
    4. 4. LPL Financial BNIM LPL Financial is committed to improving lives and bettering communities.
    5. 5. LPL Financial San Diego: What’s New
    6. 6. “Leveraging technology and advanced materials to minimize our impact on the environment…” (Mark Casady, chairman and CEO of LPL Financial) “A commitment to being a socially responsible corporate citizen.” (Mark Casady, chairman and CEO of LPL Financial) “Enhance the productivity, capabilities and well-being of our employees, which in turn allows us to better serve our clients.” (Mark Casady, chairman and CEO of LPL Financial) LPL Financial San Diego: Approach
    7. 7. • an extraordinary experience for people • a community that is unique to LPL Financial • a significant differentiator for LPL as an employer of choice • focus on quality, attention to detail, and customer experience • An integrated solution • Campus and surrounding community are connected and harmonious • Special attention to the pedestrian experience • Contribute to the work-life and home-life of employees • Create a landmark campus • Conservation and sustainability are important • LEED Platinum Certification • Net Zero Energy and Water Consumption • Collaboration, transparency, and alignment of interests LPL Financial Charlotte: What’s Next?
    8. 8. HERE’S WHAT YOU ASKED • Who are your team members and what are their credentials? • What experience does your team have with projects similar to LPL’s? • What disciplines does your firm have in addition corporate office that could aid in planning and design? • What would be your approach to gathering information, establishing priorities, and makin decisions throughout the design process? • What are the key issues for consideration in th Project? • What consultants would your recommend hiring part of your team? • Would it be practical for some of your team members to co-locate in Charlotte? • What are the standard hourly rates for the peop in your team? • What references can you provide for past, simila projects?
    9. 9. 7 AIA Fellows 2 AIA National Presidents 1 AIA National Young Architect 96 Staff 10 Principals BNIM INDUSTRY LEADERSHIP 2011 AIA National Architecture Firm Award 42 Total Number of LEED Projects 10 AIA/COTE Top Ten Green Buildings Omega Center for Sustainable Living: World’s First LEED Platinum + Living Building Founded the AIA COTE Key role in the creation and development of the USGBC, LEED, Living Building Challenge First Living Building Challenge On the Boards Winner The Practice of BNIM EDUCATION BNIM INDUSTRY TRANSFORMATION
    10. 10. total number of design awards 428 local design awards 215 international design awards 19 national design awards 76 regional design awards 122 BNIM 2012-13 design awards 54 • Two 2013 National AIA Honor Award for Interior Architecture • Two 2012 National Historic Preservation Honor Award • Two Good Design is Good Business Awards • 2012 AIA COTE Top Ten Green Projects • 2011 AIA National Architecture Firm Award • Three GSA Awards
    11. 11. Leaders in Sustainability Designing What’s Next number of LEED projects 40+ number of COTE top 10 awards 10 number of Living Buildings 3 number of LEED AP staff 70+ number of LEED Platinum 20 number of net zero projects 11
    12. 12. Kansas City Zoo / 1999 CK Choi / 2000 Heifer International / 2007 Omega Center for Sustainable Living / 2010 IRS Support Center / 2008 School of Nursing University of Texas Houston / 2006 10 AIA COTE Top Ten Green Projects Kiowa County Schools / 2011 IUB-OCA / 2012 & 2014 BSA Treehouse/ 2014 2014 COTE PLUS AWARD
    13. 13. NET ZERO ENERGY/NET ZERO WATER Omega Center for Sustainable LivingBSA TreeHouse Summit Bechtel Reserve, WV Rhinebeck, NY
    14. 14. Net Zero Energy Projects Omega Center for Sustainability BSA TreeHouse Greensburg Kiowa Schools Greensburg City Hall John Deere DealershipGreensburg Buisness Incubator Designing What’s Next
    15. 15. 2013 Good Design is Good Business Awards Todd Bolender Center for Dance and Creativity Iowa Utilities Board / Office of Consumer Advocate
    16. 16. 2013 National AIA Honor Awards for Interior Architecture Todd Bolender Center for Dance and Creativity BNIM Des Moines Design Studio
    17. 17. ROADMAP 01/ PEOPLE 02/ PERFORMANCE 03/ CASE STUDIES 04/ RESULTS
    18. 18. 01/ PEOPLE 02/ PERFORMANCE 03/ CASE STUDIES 04/ RESULTS
    19. 19. What sets us apart … We invest in the people and tools that we know will help our more than 13,500 financial advisors and approximately 700 financial institutions serve their clients and grow their business profitability …
    20. 20. Information flow has changed. How can the workplace reflect this?
    21. 21. If we want to invest in our future, we must invest in the value of family.
    22. 22. BNIM | Date | 23 Spectrum of Places to Work Open Office Private Office Privacy Rm Conference Coffee Bars Collaboration Areas Lab Break Rooms Game Room Outdoor Spaces FOCUS COLLABORATE SOCIALIZE
    23. 23. People Centered Workplace
    24. 24. People Technology Workplace Operations
    25. 25. 1928 USDA Office of Information
    26. 26. JE DUNN World Headquarters | Kansas City, MO TRANSFORMATION FOR A MODERN BUILDER
    27. 27. 1928 USDA Office of Information
    28. 28. GENEROUS PRAGMATISM “What a building does matters as much how it looks.” Rodolphe el-Khoury and Andrew Payne
    29. 29. 01/ PEOPLE 02/ PERFORMANCE 03/ CASE STUDIES 04/ RESULTS
    30. 30. [ process ] [ continual improvement ] INNOVATION REPLICATION
    31. 31. High Performance Integrated Design(HPID) Management Plan  Work in a Highly Integrated Collaborative Way Establish Design Objectives  Identify Key Drivers & Interrelationships  Identify Critical Milestones & Deadlines  Allow for Adequate Design & Review Time  Continuously Monitor Progress  Cost Definition and Control
    32. 32. Integrated Design + Process A great building must begin with the unmeasurable, must go through measurable means when it is being designed and in the end must be unmeasurable. - Louis Kahn
    33. 33. Human Landscape Ecological Landscape Campus Landscape
    34. 34. A Holistic Process That Involves The Rigorous & Scientific Layers of Design
    35. 35. Cost Reallocation for High Performance or Value Additions Boilers Boilers Hot Water Piping Hot Water Piping Air Handlers Air Handlers Chillers Chillers Chilled Water Piping Chilled Water Piping Chilled Beams Glazing Blast Film Enhanced Glazing with Blast Protection Current Proposal High Performance Design HPID Cost Definition and Control Chillers ChilledWater Piping ChilledWater ChilledBeams GlazingBlast Film Enhanced Glazingwith Blast Protection Glazing Film GlazingBlast Film Enhanced Glazingwith High Performance Glazing
    36. 36. To Maintain Regular Contact & Communication  Active, Participatory Dialog  Regularly Scheduled Meetings  Electronic and Classified Communication Protocol  Accurate & Timely Meeting Notes  One-on-One Discipline Dialog (Design Team w/ LPL Financial)  Global Meetings  Formal Reviews
    37. 37. OWNER PREDESIGN SCHEMATIC DESIGN DESIGN DEVELOPMENT CONSTRUCTION DOCUMENTS PERMIT & BIDDING CONSTRUCTION CLOSE-OUT DESIGNER CONTRACTOR TRADE CONTRACTOR AGENCY WHAT HOW REALIZE WHO CONSULTANTS Traditional Model
    38. 38. OWNER CONCEPT CRITERIA DESIGN DETAILED DESIGN IMPLEMENTATION DOCUMENTS PERMIT & BIDDING CONSTRUCTION OCCUPANCY DESIGNER CONTRACTOR TRADE CONTRACTOR AGENCY WHAT HOW REALIZE WHO CONSULTANTS High Performance Integrated Model
    39. 39. Master Planning | Programming Programming | Schematic Design Development Construction Documents Construction J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F 2014 2015 2016 Project Schedule
    40. 40. Detailed BIM Execution Plan
    41. 41. 01/ PEOPLE 02/ PERFORMANCE 03/ CASE STUDIES 04/ RESULTS
    42. 42. Iowa Utilities Board/Office of Consumer Advocate | Des Moines, IA 44,640 GSF $204 / GSF Building $213 / GSF Building + Site First State LEED Platinum Building
    43. 43. [ process ] [ continual improvement ] INNOVATION REPLICATION
    44. 44. Orientation Envelope Daylight Natural Ventilation Passive Strategies
    45. 45. Replication Innovation • Light Shelf • Screen Shade • Daylight Harvesting Sunscreen • Parabolic Louver Blades
    46. 46. Total Site EUI : 28.0 kBtu/sf/yr % Reduction from code base EUI 60% Model for other government & private sector entities LEED – not discussed at outset Initial Goals
    47. 47. Achieved Results
    48. 48. “Our building demonstrates that an attractive, high performance workspace that inspires high performance among its occupants can be achieved on a state budget. Increased collaboration is among the many benefits that our employees enjoy in this workplace.” Judi K. Cooper IUB Building Project Manager Deputy Executive Secretary Iowa Utilities Board
    49. 49. Name of Project | Date | 52 PACIFIC CENTER CAMPUS DEVELOPMENT Qualcomm Pacific Center Campus Development | San Diego, CA
    50. 50. Vision + Guiding Principles
    51. 51. • AN EXTRAORDINARY EXPERIENCE FOR PEOPLE • A COMMUNITY THAT IS UNIQUE TO LPL FINANCIAL • A SIGNIFICANT DIFFERENTIATOR FOR LPL AS AN EMPLOYER OF CHOICE • FOCUS ON QUALITY, ATTENTION TO DETAIL, AND CUSTOMER EXPERIENCE • AN INTEGRATED SOLUTION • CAMPUS AND SURROUNDING COMMUNITY ARE CONNECTED AND HARMONIOUS • SPECIAL ATTENTION TO THE PEDESTRIAN EXPERIENCE • CONTRIBUTE TO THE WORK-LIFE AND HOME-LIFE OF EMPLOYEES • CREATE A LANDMARK CAMPUS • CONSERVATION AND SUSTAINABILITY ARE IMPORTANT • LEED PLATINUM CERTIFICATION • NET ZERO ENERGY AND WATER CONSUMPTION • INTEGRATED PROJECT DELIVERY • COLLABORATION, TRANSPARENCY, AND ALIGNMENT OF INTERESTS Vision + Guiding Principles YOUR VISION
    52. 52. Name of Project | Date | 55
    53. 53. Connection to Nature Lopez Canyon Trail Circulation Path to be enhanced for campus connections Pedestrian Crossing, enhanced traffic calming design Pacific Center Trail Lopez CanyonTrail Transit stop
    54. 54. Pacific Center MULTI USE SPORTS FIELD THE MEADOW GREEN ROOF SOUTH BREAK-OUT EAST BREAKOUT TERRACE MAIN ENTRY/ DROP-OFF AZ ENTRY/DROP- OFF NORTH DININGTERRACE NORTH PARKING ENTRY/EXIT EAST PARKING ENTRY/EXIT AY COURTYARD AZ COURTYARD CENTRAL GARDEN VISITOR PARKING TRAIL CONNECTION TO CANYON ORCHARD BUILDING AZ BUILDING AY ROOF GARDEN FUTURE BRIDGE TRAIL CONNECTION TO CANYON FITNESS AREA TRAIL TRAIL
    55. 55. Programming 04 Analysis & Refinement Identify and agree on the future vision, project goals and measures of success for the project Investigate the scope of wants and needs across stakeholder groups Analyze and refine space strategies and program brief in relation to building concepts 8/27-31 9/4-21 9/24-28 10/1-18 03 Benchmarking & Research 02 Discovery 01 Visioning AUGUST Compare data gathered to date to others in the industry SEPTEMBER OCTOBER
    56. 56. 04 Analysis & Refinement 03 Benchmarking & Research 02 Discovery 01 Visioning Visioning Who: Executive Leadership Core Project Team What: Identify Project Goals Identify Metrics for Success How: Workshop 08/27-31
    57. 57. WHAT IS THE NEXT BIG IDEA? Project Introduction by QREF & BNIM Opportunities Activity I: CULTURE 8:00 - 9:05 Pacific Center Development Strategies by BNIM Opportunities Activity II: PLACE 9:15 – 10:25 Performance by BNIM Opportunity Activity III: SUCCESS 10:35 – 11:45 Conclusion by QREF & BNIM Agenda 1 2 3 4
    58. 58. Fostering A Healthy Community High tech environment, overflowing, fractured, climbing and reaching the stars, high pressure, fast growing; need space, tomorrow is unknown, ever changing and abstract, energetic, diverse, common goals, organized chaos Culture Fun, innovative, collaborative, joyful, trust, sense of humor, embracing the water, social, openness, pushing the limit, self-sufficient, healthy, work out, eat, relax, campus, places to get away PRESENT FUTURE
    59. 59. 04 Analysis & Refinement 03 Benchmarking & Research 02 Discovery 01 Visioning Discovery: Surveys 09/4-21 Who: End-User Groups What: Values Pre-Occupancy Surveys Workstyles, Storage Needs Ancillary Space Needs How: Online Surveys
    60. 60. Effective Workplace 85% indicated the importance of places to focus 50% said there are not enough privacy rooms We heard repeatedly they’d like access to natural light and 77% desired natural ventilation
    61. 61. 04 Analysis & Refinement 03 Benchmarking & Research 02 Discovery 01 Visioning Discovery: Interviews Part 1_ Business Drivers 09/4-21 Who: Executive Leadership Departmental Leaders & Key Team Members What: Workflow, Team Structure, Adjacency Needs How: In Person Meetings
    62. 62. 04 Analysis & Refinement 03 Benchmarking & Research 02 Discovery 01 Visioning Discovery: Interviews Part 2_ Business Supporters 09/4-21 Who: HR, Technology, Branding/Marketing, Innovation, MEP, Wellness, Security, Maintenance, Events, Dining What: Understand facility needs based on business and project goals How: In Person Meetings
    63. 63. 04 Analysis & Refinement 03 Benchmarking & Research 02 Discovery 01 Visioning Discovery: Focus Groups 09/4-21 Who: Cross-section of end-users from different departments and levels What: Establish a two-way communication between project team and end-user How: Workshop
    64. 64. 04 Analysis & Refinement 03 Benchmarking & Research 02 Discovery 01 Visioning Benchmarking & Research 09/24-28 Who: Core Project Team What:  Site visits to exemplary facilities- Office, Lab, Dining, Conf Center, Wellness  Furniture manufacturer visits (Steelcase)  Identify relevant trends How: In Person
    65. 65. 04 Analysis & Refinement 03 Benchmarking & Research 02 Discovery 01 Visioning Analysis & Refinement 10/01-18 Who: Project Design Team What: EVALUATE AGAINST PROJECT VISION Circulation and Adjacency Diagrams Room Data Sheets Test Fits Headcount and Area Calculations Stacking and Blocking Diagrams How: BIM, Excel, Workshop
    66. 66. Site Master Plan – Massing Concept Studies Pacific Center Campus Development – Feb 21, 2012 1 2 3 4 5 6 7 8 9 10 11 12 13 14 Concept Developed further for charrette #2
    67. 67. Site Master Plan – Massing Conceptual Design Pacific Center Campus Development Building AZ: 50,000 gsf Building AY: 350,000 gsf AY AZ AV AX A Q OFFICE DRY LAB CONFERENCE DINING/HEALTH AUDITORIUM
    68. 68. AZ Building Program Conference Center 13,108 SF Dining 16,058 SF Health and Wellness 7,000 SF Health & Wellness 19% Dining Center 27% Conference Center 28% Conference Support 26%
    69. 69. Building AY – Workplace + Labs September 2012 February 2013 Last Week
    70. 70. Qualcomm Team
    71. 71. 01/ PEOPLE 02/ PERFORMANCE 03/ CASE STUDIES 04/ RESULTS
    72. 72. Lewis and Clark State Office Building | Jefferson City, Missouri • 9% Reduced Absenteeism • Platinum on State Budget • 60% Energy Savings
    73. 73. Bannister Federal Complex Finance Office & Atrium Kansas City, Missouri • 80% reduction in back orders • New orders fulfilled 60% faster
    74. 74. Heifer International Headquarters Little Rock, Arkansas • 45% Energy Savings • Net Zero Water with Polk Stanley Wilcox Architects
    75. 75. Internal Revenue Service Kansas City Processing Center, Missouri 58% Energy Savings due to Processing Efficiency with 360 Architecture
    76. 76. Kiowa County K-12 Schools Greensburg, Kansas • 71% Annual Energy Savings • Net Zero Carbon National Renewable Energy Laboratory (NREL) Revised April 2012
    77. 77. Omega Center for Sustainable Living | Rhinebeck, New York • 100% of Energy Supplied by Renewable Sources • Net Zero Energy • 100% Stormwater Managed on Site • Net Zero Water
    78. 78. Every day 80,000people go to work in spaces designed by BNIM--more than 20 million square feet.
    79. 79. Join the conversation |

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