I.

USER REQUIREMENTS
Baguio Vegetable Retailers Savings & Credit Cooperative (BAVESCO)
Main office: 13 Hotcake Section, Hangar Market, Baguio City
Secondary office: 80 Teodora Alonzo Street.

The occupants will be comprised of 10-11 people with the

possibility of adding more to the prospective number of employees. The
cooperative owns and administers the building therefore, the occupants
will not include their own security and maintenance personnel. The
cooperative’s clientele will range between the ages of 0-18 years old.

Requirements

The board is looking into converting the extended room into a conference room suitable
for 15 people, in maximum. The cooperative is divided into 6 committees mainly, audit, election,
gender and development, conciliation and mediation, education and the ethics committee.
These are administered by different directors and members and employees apart from those
under the operations manager, although they are still permitted to engage in the
aforementioned committees. The committees do not run in an office workplace instead, it hosts
meetings planned or unplanned. The conference room will serve and aid discussion,
consultation, dialogue and tête-à-tête which are vital to the daily operation of the coop.
In between conferences, members also dine snacks and serve coffee during meetings.
Food preparation is habitual in the office as well.

Territorial requirements

The office will vary in terms of enclosure and privacy, since some duties often engage
with clients and some activities must be kept from the employees their selves and the clientele.
The Loan officer, teller/collector and new accounts clerk are the front liners. The manager must
be immediately available for the clients as well. The accounting clerk and bookkeeper must be
directly available to the loans and collections department and the secretary and treasury is
usually situated away from the public. The treasury requires a fully enclosed cubicle. (Refer to
desired relationships for details.). The job descriptions are as follows:

Treasurer Secretary Manager

Release of loans, collections,
custodian of collaterals,
financial accounts (passbook,
bank documents, certificate
of deposit, etc.) and official
receipts.
Custodian of cooperative Oversees daily operation
records, company seal (dry Book keeper
seal), membership and new Books of accounts and
accounts; Minutes of financial statements
meetings. Accounting clerk
Processing of vouchers
Loan officer/clerk
Processing of loans
 Teller/collector
Receives official receipts

The cooperative holds general assemblies, events (sports fest, etc.) and company
outings as well. A large area must be allocated for a bulletin board for documentation, notifications,
invitations and announcements. The company is fond of showcasing their documentations on events
and outings; this helps establish an impression.

II. ACTIVITY REQUIREMENTS

The cooperative operates from 8:00 am to 5:00 pm. Meetings, luncheons, usual
office work and etc. takes place alternatively or at the same time within these hours only. After
5:00pm, only office work proceeds. Office parties may occur, but very occasional.

The cooperative engages in very passive and minimal activities. Employees

usually stay in their desks from 8:00-5:00. Active tasks usually occur outside the office such as
bank duties or photocopying. Small group activities such as meetings and luncheons remain in
the conference area.

The clients do not require a lot of activity as well. Most of the time, forms are
already filled out by the tellers and new accounts clerks because clients almost always leave out
important information. Therefore, clients and officers engage a lot in conversations. The board
requested that a form of acoustic barrier must be maintained between the workspace and the
conference room.

The office also changes the arrangement of tables quite often. The tables must
still observe the hierarchy of activities.

Individual filing is very crucial. Aside from individual filing cabinets, the
cooperative must also keep a centralized filing for client profiles. This must be accessible for any
employee.

Upon observation, the space has a moderate potential for daylighting.

Maximizing daylighting can cut down on energy consumption and provide visual comfort and
aid efficiency in the work place. (Tsang & Li, 2008).

Tsang, E. & Li, D. (2008). An analysis of daylighting performance for office buildings in Hong
Kong. Science direct. 43, 3-5.
III. FURNISHING REQUIREMENTS
IV. SPACE ANALYSIS
V. DIMENSIONAL REQUIREMENTS
Number of clients served is approximately 50 persons a day.

Refer to appendix for details.

VI. DESIRED QUALITIES
The clientele will range from ages 0-18 years old. The design must focus in a
youth oriented approach. In terms of color preferences, studies show that young people prefer
red and blue (Read, 2009). The cooperative would like to make the office appealing for younger
people, however, the cooperative predominantly uses green as their company color. Although,
the board requested that it could be incorporated in any way necessary.

Read, M. (2009). Young children’s color preferences in the interior environment. Early
childhood education journal. 36, 1.
VII. DESIRED RELATIONSHIPS

ORGANIZATIONAL CHART
To effectively plan and design the given space, it is crucial to first review and analyze the
organizational chart given by the client. Organizational charts provide information on the internal
hierarchy or structure within the organization and show the different relationship amongst functions,
departments or teams. Using this as basis in the spatial allocation and arrangement will result to a more
effective and functional space.

GENERAL ASSEMBLY

ELECTION COMMITTEE BOARD OF DIRECTORS AUDIT COMMITTEE

TREASURER SECRETARY

CONCILIATION GENDER AND EDUCATION ETHICS

AND MEDIATOR DEVELOPMENT COMMITTEE COMMITTEE
COMMITTEE COMMITTEE

OPERATIONS MANAGER

ACCOUNTING LOANS DEPARTMENT COLLECTIONS

DEPARTMENT DEPARTMENT

LOAN OFFICER
TELLER/ COLLECTOR
ACCOUNTING CLERK

NEW ACCOUNTS
BOOKKEEPER
 The company’s organizational chart.

The table below categorizes the areas in different zones as likely private areas inclusive of the
Board of director’s office, Treasury and the vault; likely accessible areas for employees inclusive of the
conference room, veranda, Book-keeping, archive room and pantry/kitchenette and lastly are likely
accessible areas to both clients and employees depending on their needs. It is inclusive of the areas,
manager’s office, secretary’s office, new accounts, teller/collector, restroom and waiting area/lobby.

Areas based on Client’s Demand:

Accessible only to specific Accessible to Employees only Accessible to Clients/
Personnel Employees depending on
conditions
Board of Director’s Office Conference room Manager’s Office
Treasury Veranda Secretary’s Office
Vault Book-Keeping New Accounts
Archive room Teller/Collector
Pantry/Kitchenette Restroom
Waiting area/ Lobby

To create a more efficient zoning, it is important to know the basic relationships of the spaces
aforementioned in terms of the user’s habitual contact with the areas. As such, it is only appropriate to
identify the daily functions of the users to link areas. This will be summarized by the table below.

Employee Function
Treasurer Release of loans
Collections
Custodian of collaterals, financial accounts
(passbook, bank, documents, certificate of
deposits, etc..), and official receipts

Secretary Custodian of cooperation records

Company seal (dry seal)
Membership and new accounts
Minutes of meetings

Book Keeper Books of accounts and financial statements

Accounting clerk Processing of vouchers

Loan officer/ Clerk Processing of loans

Teller/ Collector Receives official receipts

Manager Oversees daily operation

Given the functions of all the employees mentioned above, it becomes easier which areas will
have a considerable amount of interaction. The possible arrangement of activities can then be roughly
translated into the following diagram.

Ruben. (2011). Bubble diagram for bank. Retrieved from: http://rreinosogarib.blogspot.com/2011/10/bubble-diagram-for-bank.html

Legend:

Yellow = Public Areas

Blue = Private areas

RELATIONSHIP WITH ADJACENT AND OUTSIDE AREAS

Another important factor to consider in the design of the interior space is its relationship with its
neighboring areas or facilities. Knowing the adjacent spaces and their relevant impact on the site will help
in making sure the space is designed to serve its purpose well. Being aware of the surrounding
environment will also lead to formulation of specific strategies in carrying out the plan and design of the
space. Below is some observations gathered during the site visitation.

Adjacent areas within the building
Areas outside the building
- The room is situated at the first landing of the
stairs, adjacent to the coffee shop’s storage; hence,
very accessible to prospective clients.
- Some of the existing spaces within the building
include a coffee shop, a review center, and
student suites.
- Beside the staircase leading to the proposed
space is a security post which adds in the overall
feeling of secure atmosphere in the building.
- In front of the building is an immediate access
street connecting to major roads within the city
which allows for easy commute or walk to the
place. The buildings around are mostly student
dormitories, eateries, condominiums, and some
government facilities.
- The building’s location is easily accessible as it is
also very much visible from the street.