How does The Nature Conservancy (TNC), one of the most respected global environmental organizations, align its operational footprint with its mission to “conserve the land and waters on which all life depends”.
The California chapter of The Nature Conservancy (TNC) engaged MKThink to examine its operations and develop a strategy to manage its physical workplaces in a resourceful and environmentally conscious manner that maximizes its organizational effectiveness.
TNC’s offices were scattered across the state — established on an ad hoc basis to support professionals hired for specific projects or field initiatives.
The chapter headquarters in San Francisco faced skyrocketing commercial rents that strained its operational budget at its current square footage. Maintaining the current footprint would increase by $247,000, amounting to $2,950,000 over ten years.
TNC’s expansion beyond land acquisition into education, outreach, advocacy, and policymaking called for different resources, organizational structure, and office locations.
MKThink performed an in-depth assessment on what we have identified as the three primary components of the broader workplace system.
Place: Where the work is performed
- Technology: Tools required to perform the work
- Policy: Rules governing performance
The project team spent six-weeks conducting site observations and staff interviews and surveys at 6 office locations to collect qualitative data on processes, workflows, and work modalities. Facilitations with chapter leadership pinpointed facility issues and delineated organizational goals.
Using access control data and observed occupancies, they collected quantitative metrics on the utilization and occupancy of each office. The physical space characteristics of each site were inventoried with a custom iPad app.
Employees’ surveys and utilization revealed valuable insights into how and how often employees utilize TNC’s physical office.
Insights drawn from this assessment outlined the parameters, criteria, and evaluation metrics for a long-term facilities master plan. That 50% of workstations go unused day-to–day pointed to excess capacity. This insight proved to be a key driver in developing the strategic solution.
The strategic solution proposed a hub-and-spoke model that classified offices as hubs or regional offices. Design templates, developed from analytic insights, defined and standardized the spatial criteria for the two types with the flexibility to adapt to the particular layouts of each office. Space and technology criteria further defined requirements for a menu of workspaces typologies that aligned with identified work modalities.