CoreNet Wellness Article

insiteSummer 2013NewYork Chapter of CoreNet Global, Inc./Newsletter
Wellness Design Tracks
Health Care Trends{ }
New York City
Chapter

2 Insite - Summer 2013 4
Board of Directors
2013
Chair
Lou Nowikas, Hearst Corporation
President
Pay Wu, American Express
Vice President
Lou D’Avanzo, Cushman & Wakefield
Treasurer
Saeid Garebaglow, Morgan Stanley
Secretary
Lauren Nanna, VVA
Project Managers and Consultants
Programs
Dan Fishbein, CIT
Workshops
Cindy Quan, Goldman Sachs
Sponsorship
Ted Moudis, Ted Moudis Associates
Special Interest Groups
Michael Davidson, JP Morgan
Special Events
Mindy Williams- McElearney , L&K Partners
Communities
Barry Alton, Jeffries & Co., Inc
Membership
Lee Kosmac, Newmark Grubb Knight Frank
Counsel
Howard Peskoe, Herrick Feinstein LLP
Advisory Board
Marcus 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
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, Chairman
CoreNet Global New York City Chapter
Message from the Chair

4 Insite - Summer 2013
Wellness
Design
Tracks
Health Care
Trends

W
ellness 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,workingwithhealthcaresystems
and architects to develop more effective,
market based facility solutions that will
optimizeuseofcapitalresources.Assenior
leader of the firm’s facility practice, Tracy
Johnsonwastheidealindustryprofession-
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
onoutcomesratherthanjustonproviding
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 Trends
From 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

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 SARGENT
ASID, 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 Office
Not that designing sustainable buildings
isn’t important, but let’s face it, sitting
stagnant in a chair at a desk staring at a
computer 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 Work
Creating 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 expected
to 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 emerging
work 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 engage
their 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-
power
us 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:
1
http://www.diygenius.com/your-desk-
job-is-killing-you-thetruth-about-sitting-
down-infographic/.
2
http://www.thesocialworkplace.
com/2011/11/18/you-asked-ianswered-
a-social-workplace-starts-with-culture-
and-engagement/.
3
Healthways 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 Author
Kay 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 agoggin@centurycarpet.net.

O
n 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
T
he 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

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.
news
in the
Thank You to Our 2013 Annual Sponsors
PLATINUM
GOLD
Cassiody Turley
Structure Tone
Colliers International
JT Magen & Company Inc.
Jones Lang LaSalle
VVA Project Managers & Consultants
Allsteel Inc.
SILVER
Certified Moving & Storage Co., LLC
Steelcase
Arenson Office Furnishings
Knoll
EvensonBest, LLC
Kimball Office
Waldner’s Business Environments
Milrose Consultants
WB Wood
G3 Architects
Platinum Terrazzo
Consolidated Carpet
Turner Interiors
The Meehan Consulting Group, Inc.
BRONZE
AFD Contract Furniture
Sherland & Farrington Inc.
Biggins Lacy Shapiro & Company
MEDIA SPONSORS
ALM Real Estate Media Group
Real Estate Weekly
The Commercial Observer
ACADEMIC PARTNERSHIP
NYU 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 OUTING
JULY 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
theperfectspace,negotiatingfavorableleasetermsorarrangingtheoptimalspacelayout,ourteamoffersarangeof
invaluableresourcestohelptenantsfindthebestoccupancysolutions.
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
businessbeforewemakeanyrecommendations.Ourbroadrangeofintegrated,tenantfocusedservicesmeanswecan
handleanytypeofassignment,largeorsmall.With58offices,CresaisthelargesttenantrepresentationfirminNorth
America.ThroughitspartnershipwithSavills,oneoftheworld’slargestcommercialrealestateservicesfirms,Cresa
coversmorethan255locationsin40countries.Formoreinformationvisitwww.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 kenneth.raisbeck@jci.com or visit
www.johnsoncontrols.com/space_utilization

Wednesday
August
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
Wednesday
July
24
Thursday
August
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 Chapter
380 Lexington Avenue, Suite 1920
New York, NY 10168

CoreNet Wellness Article

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