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new ways of working enabled by technology

21st Century Office Showcase

new ways of working enabled by technology

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new ways of working enabled by technology

Some Key Stats

• Administration for 100+ services moved to

Riverside House

• 2,000 employees
• Better services
• Higher staff satisfaction and better work / life

balance

• Saved £x,000,000 by doing it ourselves
• Saving £2m per year on accommodation costs

Wor

• rkSmar

mart The he A Asse ssets ts

Building D uilding Design Princ sign Principle iples a s and F nd Fitout itout

Paul Sm ul Smith – Esta ith – Estate tes & s & W Wor

• rkSm

Smart Mg t Mgr

Wor

• rkSmar

mart

Why hy Wor

• rkSmar

mart? ?

Whe Where re we we c came from from

• Town C

Town Centre ntre sta staff spre ff spread a d across 7 ross 7 buildings buildings and a nd a Town H Town Hall. ll.

• Ve

Very poor building c ry poor building condition a

• ndition and a

nd all with ll with exte xtensive nsive a asbe sbestos whic stos which re h restric stricte ted d

• pe
• pera

rations. tions.

Whe Where re we we c came from from

• Muc

Much e h equipm quipment nt be beyond point whe yond point where re support a support and nd re repla placement pa nt parts rts we were re a ava vaila ilable ble. .

• Suita

Suitability of buildings bility of buildings wa was poor. i.e s poor. i.e.:- .:-

• Disa

isable bled a d access not ss not alwa lways possible ys possible. .

• IC

ICT infra T infrastruc structure ture/ inc inc se serve rver room r room. .

• Cellula

llular offic r offices s re restric stricting inte ting intera raction. tion.

• Libra

Library A ry Arts C rts Centre ntre se servic rvices re s restric stricte ted. d.

Whe Where re we we c came from from. .

• Poor e

Poor effic fficie ienc ncy of y of building spa building space usa usage ge:- :-

• 1 D

Desk sk pe per e r employe ployee whic which h surve surveys indic ys indicate ted we d were re only

• nly
• c
• ccupie

upied, on a d, on ave vera rage ge, for , for 60% of the % of the work working da ing day. y.

• Pa

Pape per a r and doc nd docum uments nts stora storage ge ta taking up la ing up large rge are reas of offic s of office floor spa floor space. . Inform Information se tion security. urity.

• 8 building re

building receptions & ptions & custom ustomer se r servic rvice points, points, le leading to c ding to custom ustomers rs ha having to visit m ving to visit multiple ultiple buildings. buildings.

• 8 se

sepa para rate te post room post rooms a s and nd proc procedure dures. s.

• Se

Sepa para rate te c cellula llular offic r offices for s for most se

• st senior m

nior mana nage gers.. rs..

Whe Where re we we c came from from

• Rothe
• therha

rham Rena naissa issanc nce (R (RDA re rege gene nera ration tion progra programme for the for the town c town centre ntre) )

• On going prove

On going proven n progra programme of a

• f agile

gile/ hom home work working with ing with low ta low take-up.

• up.

Wha What we t we de decide ided to do d to do

• Busine

usiness c ss case se indic indicate ted it wa d it was s more

• re c

cost e

• st effe

ffective tive to re to reloc locate te to a to a ne new build tha w build than to re n to refurbish. furbish. (by £ (by £85 m million ove illion over 3 r 35 ye years) rs)

• New build option ope

w build option opene ned up d up many opportunitie ny opportunities to support s to support Rena naissa issanc nce obje

• bjective

tives. s.

• Offic

Office re require quirement to be nt to be re reduc duced by rolling out a d by rolling out agile gile work working to a ing to all sta ll staff. ff.

• Issue

Issued c d com

• mpe

petitive titive dia dialogue logue OJ OJEU EU in A in April 2 pril 2006. .

• Lot 1

Lot 1 N New C w Counc

• uncil B

il Building uilding

• Lot 2

Lot 2 N New C w Cultura ultural C l Centre ntre

• Lot 3

Lot 3 R Rede deve velopm lopment of va nt of vacate ted d site sites s

Wha What we t we de decide ided to do d to do

• It quic

It quickly be ly became a appa ppare rent tha nt that the t the propose proposed d building c building could not be

• uld not be de

delive livere red in isola d in isolation a tion and nd tha that a t an e n exte xtensive nsive progra programme to c to cha hange nge the the wa way the y the c counc

• uncil work

il worked wa d was re s require

• quired. This
• d. This

be became the the Work

• rkSmart progra

rt programme. .

Changes in property should be informed by long term service requirements and ideally not the other way around.

Governance

Keep it simple and delegate appropriately

Wha What is t is Work

• rkSmart?

rt?

‘Work

• rkSmart

rt is m is mode

• dernising

rnising the the wa way we y we work work to m to make the the C Counc

• uncil m

il more

• re e

effic fficie ient, nt, le leading to be ding to bette tter se r servic rvices s for c for citize itizens a ns and a nd a be bette tter r work work life life ba bala lanc nce for for employe ployees’ s’

Riverside House Agreed Delivery Model

• Com
• mmerc

rcia ial (FR l (FR&I) Le I) Lease se

• ve
• ver 3

r 35 Ye Years of a rs of a B BCO O sta standa ndard C rd CAT A T A Offic Office. .

• As pa

s part of the rt of the OJ OJEU EU the the de deve velope loper’s m r’s main in contra

• ntractors, profe

tors, professiona ssional l te team a and subc nd subcontra

• ntractors

tors we were re e employe ployed to d to com

• mple

plete te the the C Cat B t B fit out fit out for the for the te tena nant (c nt (counc

• uncil).

il). Sa Saving a ving around 6 round 6 m months

• nths

and up to £ nd up to £3 m million in illion in abortive bortive work works/ s/ fit out fit out costs.

• sts.

Riverside House Agreed Delivery Model

• Proc

Procure urement of a nt of all ll supplie suppliers a rs and nd subc subcontra

• ntractors via

tors via the the main c in contra

• ntractor on a

tor on an n

• pe
• pen book

n book with fixe with fixed d

• ve
• verhe

rheads, profits a ds, profits and nd pre prelim lims. s.

• Counc
• uncil c

il carrie rried out is d out is

• wn IC
• wn ICT fitout a

T fitout and nd com

• mmissioning, but the

issioning, but the machine hine room room, ra , racks s and c nd cable ble infra infrastruc structure ture we were re by the by the c contra

• ntractor.

tor.

QS / EMPLOYERS AGENT Turner & Townsend David Cadenhead (0114) 272 9025

Riverside House Construction Team

Shell & Core Team Fit Out Team

TENANT Rotherham MBC Paul Smith (01709) 254 061 INTERIOR DESIGNER CJCT Paul Chapman (020) 7269 9400 DEVELOPER Evans Property Group James Pitt (0113) 2711888 PRINCIPLE ENGINEERS WSP Leeds Russel Greenwood Director (0113) 395 6200 MAIN CONTRACTOR GMI Nick Shepherd (0113) 276 0505 ARCHITECT CJCT careyjones chapmantolcher Patrick Evers (0113) 224 5000 QS / EMPLOYERS AGENT Turner & Townsend David Cadenhead (0114) 272 9025 MAIN CONTRACTOR GMI Nick Shepherd (0113) 276 0505 PRINCIPLE ENGINEERS WSP Leeds Russel Greenwood Director (0113) 395 6200

• Following the floods of 2007, which inundated the site

and caused a loss of electrical supply to the town centre for 24 hours, the following building resilience enhancements were added to the specification:-

– Backup generator to support the whole building 2Mva. – Ups to support ICT on power failure – Flood defence height increased to a 1 in 100 year event + climate change + freeboard. (900mm above planning requirements). – Drainage can be pumped to tanker in times of a major flood.

• Generator controls are now being modified to sell

power back to the grid at peak times and to support the building when electricity costs are at a premium. Saving up to £45,000 per annum.

Riv iverside side House

• use Design

sign Crite riteria ria

• 16,000 m2 Nett Internal

Area (20,000 Gross)

• 1 desk per 8.5 m2 in the
• ffice spaces
• Excluding Public Areas

(Ground Floor) 1 Desk per 10m2 NIA

• 5.8 desks to every 10
• ffice employees.
• 1306 Desks supporting up

to 2241 employees

• 5.8m2 per employee

against a government target of 12m2 per employee.

Riv iverside side House

• use Design

sign Crite riteria ria

• Library/ Arts and Gallery
• Customer Service Centre
• Registrars Office & record

storage

• Café
• Social Services Case

Conferencing Facilities. With a separate public entrance.

• Statutory Small Marriage

Room (Marriages now at the Town Hall & Museum)

• Emergency Control Rooms

which double up as ICT training rooms.

Riv iverside side House

• use Design

sign Crite riteria ria

Me Meeting R ting Room

• oms/

s/ Individua Individual Offic l Offices In R s In Rive iverside rside H House

• use.

.

• All room

ll rooms ha s have ve A AV inc V including IP TV (5 luding IP TV (5 pre pre-se

• set

t cha hanne nnels). ls).

• 49 off

4 Person Quiet Pods/ Booths (not bookable)

• 8 off

4 Person

• 8 off

8 Person

• 4 off

8 Person (Flexible Configuration can be 2 x 16)

• 2 off

12 Person

• 2 off

16 People (Flexible Configuration can be 1 x 32)

• 1
• ff

18 Person

• 4 off

20 Person

• 2
• ff

15 Person Emergency Control/ ICT Training Rooms

• 5
• ff

Directors Offices with 6 Person meeting Table

• 8 pe

person a rson and a nd above bove ha have ve IR IR induc induction loops tion loops

• 16 pe

person a rson and a nd above bove ha have ve a audio e udio enha nhanc ncement a nt and B nd Blu-ra lu-ray y pla playe yers. rs.

Riv iverside side House

• use Design

sign Crite riteria ria

Meeting Room Images

Wor

• rkSmar

mart

Wor

• rkSmart

t

Quie Quiet B t Booths/

• oths/ Pods
• ds

• Spa

Space A Alloc llocation:- tion:-

– Fixe Fixed work d worker r

• 1 desk per fixed worker
• An assigned Locker 0.45 lm
• Assigned Team Storage 1.5lm.

– Fle Flexible xible work worker r

• 5.8 Desks per 10 Flexible

Workers

• An assigned Locker 0.45 lm
• Assigned Team Storage 1.5lm.

– Mobile Mobile Work Worker r

• 1 Desks per 4 Flexible Workers
• An assigned Locker 0.45 lm
• Assigned Storage 0.8 lm.

– Pe Perm rmane nent H nt Hom

• me Work

Worker r

• No allocation in the office

Wor

• rkSmar

mart

• Spa

Space D Design Sta sign Standa ndards:- rds:-

• Sta

Staff Fa ff Facilitie ilities s

– 12 Showers (2 Disabled) – 9 Lifts ( inc 2 Fire Lifts + 1 goods lift) – Prayer/ Contemplation Room – Medical Room – Parenting Room – Public Café + Kitchens/ Tea Points + Vending + Breakout spaces

• Im

Improve proved Se d Security urity

– Electronic Pass systems – CCTV Coverage

Wor

• rkSmar

mart

Base sement F nt Floor Pla loor Plan

Ma Marria riage Room

• om

Case se Conf

• nferenc

ncing ing Suite Suite CSC SC Wing B Wing B Libr Library A ry Arts ts Wing C Wing C Libr Library A ry Arts ts Wing A Wing A Entr Entranc nce Café fé Building uilding Reception ption

Gr Ground F

• und Floor Pla

loor Plan n

Fir irst F st Floor Pla loor Plan

Toile

• ilets &

ts & Sta Stair irs Kitc itche hen, n, Vending & nding & Break Out A Out Area Lifts Lifts Me Meeting ting Room

• om

Kitc itche hen, n, Vending & nding & Break Out A Out Area

2nd

nd &

& 3 3rd

rd F

Floor Pla loor Plan

Toile

• ilets &

ts & Sta Stair irs Lifts Lifts Kitc itche hen, V n, Vending nding & B Break Out A Out Area Kitc itche hen, n, Vending & nding & Break Out Out Ar Area ea Me Meeting ting Room

• oms

4th F th Floor Pla loor Plan n

IC ICT Se T Server r Room

• om

IT Of IT Offic ice Spa Space Kitc itche hen, V n, Vending nding & B Break Out A Out Area IC ICT B T Build uild Ar Area ea Registry gistry Stor Store

Pla Plan n Printing Printing

CX & X & Str Strate tegic gic Dir irector tors s Of Offic ices Urba rban n Traffic ic Contr

• ntrol
• l

Room

• om

Me Meeting ting Room

• oms

Me Medic dical l Room

• om

Pr Prayer R r Room

• oms

Parenting R nting Room

• om

Em Emergenc ncy Contr

• ntrol
• l

5th

th F

Floor Pla loor Plan

Wor

• rkSmar

mart Decant into R nt into Riv iverside side

Decant is a major project in its own right.

• Decant Project Manager
• Directorate WILs took up a secondary role as Decant

Champions to collate information on each teams:-

• Reasonable adjustments
• Specialist ICT needs
• Storage allocation
• Lockers
• One Move per week of up to 200 employees on a Friday -

Monday is much easier to manage than 40 per day 5 days a week.

• Move guide detailing all employees need to do and know.
• Detailed co-ordination with ICT department particularly

around desktop equipment.

• Decant & IT staff available on site when employees first

arrive, removes many issues at source.

• Weekly feedback meetings with occupants.

Wor

• rkSmar

mart Decant into R nt into Riv iverside side

Decant is a major project in its own right.

• Decant Project Manager
• Directorate WILs took up a secondary role as Decant

Champions to collate information on each teams:-

• Reasonable adjustments
• Specialist ICT needs
• Storage allocation
• Lockers
• One Move per week of up to 200 employees on a Friday -

Monday is much easier to manage than 40 per day 5 days a week.

• Move guide detailing all employees need to do and know.
• Detailed co-ordination with ICT department particularly

around desktop equipment.

• Decant & IT staff available on site when employees first

arrive, removes many issues at source.

• Weekly feedback meetings with occupants.

Don’t forget about work and costs to decommissioning and holding vacated buildings…

• Reduc

duction in Town c tion in Town centre ntre floor a floor are rea from from 4 45,0 ,000 m m2

2 to

to 30,0 ,000 m m2

• Reduc

duction in town c tion in town centre ntre buildings e buildings ene nergy c rgy costs from

• sts from

£867,0 ,000 to £ to £396,0 ,000 a a ye year. r.

– Ene Energy c rgy cost pe

• st per e

r employe ployee re reduc duced from d from £ £369 to £ to £166 pe per r annum nnum (R (Rive iverside rside = £ = £122 Pa Pa) )

• 58 work

worksta stations for e tions for eve very 1 ry 100 pre previous de vious desk sks. s.

– Desk sk usa usage ge surve survey indic y indicate te we we still ha still have ve a an a n ave vera rage ge of 4

• f 40%

% fre free de desk sks a s across the ross the we

• week. So we

. So we will be will be look looking to bring ing to bring more

• re sta

staff in. ff in.

• Va

Vastly im stly improve proved re d resilie silienc nce of building a

• f building and IC

nd ICT T syste systems. s.

• £85 m

million le illion less (ove ss (over 3 r 35 ye years) tha rs) than option of n option of re refurbishm furbishment a nt alone lone. .

• £180,0

,000 pe per ye r year le r less offic ss office c churn. hurn.

Asse sset t Outc utcom

• mes

IC ICT

A Key Enabler of WorkSmart

But not rocket science…

La Laptops F ptops For A

• r All Sta

ll Staff

To support hot-desking and remote working. >90% of RMBC’s 4500 computers are now laptops

750 laptops delivered each year

Sometimes laptops are

• verkill…

Thin c hin clie lient nt

To make computing device-independent

But don’t close the desk to

• thers

Bring Y ring Your Own D

• ur Own Devic

vice (B (BYOD OD) )

Win-Win!

Security is everything

VPN VPN (V (Vir irtua tual Priv l Private te N Netw twor

• rk)

)

To securely access systems from outside the Council network.

2000 accounts live

VPN is not the only game in town

MyMa MyMail (Outlook il (Outlook W Web A b Access) ss)

To access your RMBC email from any computer.

Available to all staff by default.

Ope Open Outlook n Outlook C Cale lenda ndars s

To quickly see where colleagues are and when they are available.

Mandated for all staff.

There are ways to make it work for everyone

Resour source B Book

• oking Sy

ing Syste stem

Meeting room booking

Conde

• ndeco
• Book
• oking

ing Sy Syste stem is is Now Liv

• w Live

Resour source B Book

• oking Sy

ing Syste stem

Meeting room booking

Conde

• ndeco
• Book
• oking

ing Sy Syste stem is is Now Liv

• w Live

Staff don’t have time to search for rooms

VOIP T OIP Tele lephony phony

To easily log on to your phone extension from anywhere – a key enabler of the accommodation strategy.

4000 extensions live. Softphones for home workers.

VOIP T OIP Tele lephony phony

To easily log on to your phone extension from anywhere – a key enabler of the accommodation strategy.

4000 extensions live. Softphones for home workers.

Call flow, call flow, call flow

Conf

• nferenc

nce C Calling lling

To reduce the need for travelling to meetings.

• Conf. call

etiquette training is important

Follow Me

• llow Me Printing

Printing, F , Fax & x & Sc Scan T n To Me

• Me

To enable more flexible and efficient printing\scanning.

Collect prints from any machine. No traditional fax machines in Riverside – incoming faxes are delivered as email attachments. Outgoing faxes are send from MFDs.

Follow Me

• llow Me Printing

Printing, F , Fax & x & Sc Scan T n To Me

• Me

To enable more flexible and efficient printing\scanning.

Collect prints from any machine. No traditional fax machines in Riverside – incoming faxes are delivered as email attachments. Outgoing faxes are send from MFDs. Side benefit – 45% reduction in print volumes

Pub Public lic Inte Interne rnet A t Access ss

To enable more citizens and Members to use iPhones, iPads etc to access the Internet from Riverside’s café and the Town Hall

Useful for partners and popular with staff

Red\ d\Gr Green N n Netw twor

• rk Se

Segregation tion

Allows closer partnership working. The network detects non- RMBC machines and routes then

• ut to the

Internet to allow partners to work from Riverside

Red\ d\Gr Green N n Netw twor

• rk Se

Segregation tion

Allows closer partnership working. The network detects non- RMBC machines and routes then

• ut to the

Internet to allow partners to work from Riverside

Public WiFi is a better way to do this

Desk sk-le

• level pow

l power r

So that people don’t have to crawl around under desks

PC PC V Vir irtua tualisa lisation tion

Saves on valuable desk space Eliminate PCs acting as servers \reporting machines through virtualisation.

PC PC V Vir irtua tualisa lisation tion

Saves on valuable desk space Eliminate PCs acting as servers \reporting machines through virtualisation.

You can’t start this too soon…

BCP\ P\DR – – a hug

huge side side-be

• bene

nefit to a it to agile gile w wor

• rking

ing

2013 snow >700 people available to work because

• f remote access

technologies

New D w Data ta C Centr ntre\New N w Netw twor

• rk

Backup systems for air conditioning, power and fire suppression.

New D w Data ta C Centr ntre\New N w Netw twor

• rk

Backup systems for air conditioning, power and fire suppression. Don’t bite off more than you can chew…

new ways of working enabled by technology

21st Century Office Showcase

Work

• rkSmart –

rt – Im Imple plementa ntation of tion of Agile gile Work Working ing

The There resa sa C Caswe swell ll HR Progra Programme Mgr Mgr

The Challenge

• To introduce new ways of (agile) working including

introduction of new technology to 2000 employees

• Achieve 42% reduction in desk occupancy
• Relocating 2000 employees from their current location

to new office

• Reduce paper files to meet a reduced storage

allocation

• Provide better customer service through improving

the ‘way we work’

• Reduce costs

All with minimal employee relations issues!

What we wanted to avoid

• Increasing footprint/storage space
• Customers being affected by the move

and change in work styles

• Employment relations issues
• ‘Down Time’ resulting from change not

being effective

• Affects on staff morale and impact on

performance

Our starting point

• Staff suspicious of desk reductions
• Myths – mistrust in the process ‘only doing

this to fit in to the building’

• ‘It will never work’
• Staff pushing the boundaries on protocols
• Management clinging to ‘passive face time’
• Management worries about performance

management – out of sight, out of mind

• The costs of ‘agile working’

“Change”

Wor

• rkSmart

t Busine usiness ss Case se Realisa lisation ta tion targets ts

The Council has adopted the following WorkSmart benefit targets.

• 15% increase in personal productivity over 5 yrs (i.e.

personal time savings)

• 20% reduction in business miles travelled & expenses

costs in 2010/11. Increasing to 30% by 2011/12 (Base year 2007/8).

• Reduce workstation numbers by 33% across the corporate

estate by 2014.

• Reduce office estate across localities by 33% by 2014 &

realise resultant savings.

• Improve measures of staff satisfaction

These targets are to be incorporated into Directorate / Department Service plans, department Asset Plans and into the existing Performance Management Systems.

Wor

• rkSmar

mart B Bene nefits its Realisa lisation ta tion targets ts

Our Approach

• Change management programme
• Challenge ‘the way we do things round here’
• Dispel myths, put fears in context – myth buster
• Involve staff - clear communications plan
• Survey staff opinion – empowerment
• Job role – invite suggestions on how things can be

done better

• Business case approach for agile working
• The ‘flexible’ workstyle was adopted as the

standard for all staff

• Plan would follow a phased approach and include a

‘quick win’ team and a more ‘challenging’ team

• Each Directorate had a dedicated resource

Directorate Teams

Directorate Sponsor Direcorate Programme Manager (M3) WILS Requirement Analyst EDS Diane Douglas Diane Douglas Jane Evans Kirsty Faundez Resources Phil Howe Dave Sissions Tracy Blakemore Lyndsey Woodger CYPS Warren Carratt Warren Carratt Emma Hayes Barrie Hardwick NAS Dave Roddis Dave Roddis Sharon Barker Denise Mitchell

Imple plementa ntation – tion – Activitie tivities s Unde nderta rtaken n

Implementation Programme involved the completion of a number of activities across 4 stages: -

• 1 - Kick off

– Identify local stakeholders, including local sponsors, influencers, adopters – Develop a local Communications plan – Launch/kick-off event

• 2 - Explore

– Conduct senior stakeholder interviews – identify enabler and

• bjectors

– Engage staff through focus groups – Conduct analysis Activities: DILO, Space Utilisation, Gap Analysis workshop – Produce the benefits Case

Imple plementa ntation – tion – Activitie tivities s Unde nderta rtaken ..c n ..cont.

• nt.
• 3 - Design

– Conduct solution Design workshop – Develop local business case – Conduct solution Design approval interviews with senior stakeholders – Document solution proposal and submit for approval

• 4 - Plan

– Develop transition and people change plan – Develop Benefits realisation plan – Acquire acceptance/sign off

• The ultimate outcome being the production of a recommended

solution – tailored to the team/service

Exa Example ple Findings Findings

• Space Utilisation
• It is useful to conduct a space utilisation exercise before, during and

after to measure the impact

45% 9% 46% 0% Occupied Signs of Life Empty

Service Name - Detailed Space Utilisation 14-18 March 2011)

Findings indings continue

• ntinued

d

Diary Analysis / DILO Phase One Team

• Approximately:

– 40% of time per week is spent on research and reading (‘Other’ activity includes delivering and receiving training) – 20% of time per week is Admin updating systems and paper-based – Only 20% of time is spent in face to face contact either with the customer or internal

• Overall, around 80% of all activities recorded in this

exercise can be undertaken from any location e.g. Reading / Research, e-mails, admin, telephone calls, data input etc.

Im Imple plementa ntation tion

• Phased approach
• Stepped Process
• Tools – Space utilisation, DILO’s, work

shadowing

• Information gathering and local business

case

• Barriers/enablers
• Gap Analysis
• Recommend solution

Managers implement!

Recom

• mmende

nded d Work Workstyle style

Work WorkStyle Styles - de s - definition finition

Fixed Location Flexible Location Mobile

• 100% desk allocation
• Fixed location
• Specialist equipment

(where required) e.g. chair

• Storage – Filing cabinets

(and electronic)

• Access to additional work

space

• Co-location of team /

team area

• A specific front facing role

that has to be delivered from a fixed point e.g. Cashier

• 58% desk allocation
• (10 people per 5.8 desks)
• Ability to log on to any

fixed or flexi desk

• Personal locker storage
• Resource booking

system

• Co-location of team /

team area

• The work may also be

carried out occasionally from home e.g. Human Resources Officer, M3 Manager, Business Support Officer

• 25% desk allocation
• (4 people per 1 desks)
• Ability to log-on from any

flexi-desk or fixed desk

• Personal locker storage
• Co-location of team / team

area

• Mobile workers may be

required to visit their admin base but the majority of their work is carried out in the community e.g. Social Workers, Clerk of Works, Buildings Managers

– No desks allocated to

home workers

– Support to work from

home

– Home Furniture (desk,

chair & file storage)

– Ability to use flexi desk in

• ffice

– Home Based roles are

typically data processing type roles that do not require face to face contact e.g. processing claims for revenues and benefits, remote ICT support.

Home

Findings indings

• Some areas of good practice already existed – case
• f formalising how they already worked – quick wins
• Most duties could be undertaken from any location

i.e. research, telephone calls, data input

• The extent of the 4 stages were tailored to suit

similar teams – did not always need to take all teams through the whole process e.g. social work team

• Desk reduction overall achieved from team, service
• r Directorate
• Reasonable adjustment requirements within most

teams – do not underestimate but also do not go further than necessary

• Reasonable adjustment solutions were designed for

all where possible and bespoke where not possible

Wor

• rkSmar

mart HR Policies Develop or review ;-

• Home Based Working
• Office Protocols
• Occasional Working from Home
• Information Security
• Travel & Expenses – travel and parking

Polic

• licie

ies s Contin

• ntinue

ued…. d….

• Health & Safety
• Lone working
• DSE
• Risk Assessments
• Fire procedures
• Reasonable Adjustments –

Accommodation, travel etc

• Working hours/Flexi scheme
• Performance management –

is existing policy fit for purpose?

Wor

• rkSmar

mart Ensure HR Data is current

Produce baseline information as benchmark

Communication &

Consultation

External

• Public consultation – planning,

Disabled users, Civic Society etc

• Media relations
• Communication with customers on

services – closing/opening of buildings

Com

• mmunic

unication & tion & Consulta

• nsultation

tion Pla lan n

What to include;-

• Stakeholder analysis – identifies the

resistors/supporters

• Survey Employee opinion – WLB, Flexible

working, Accommodation

• Provide employee open days
• Set up a Trade Union/Worker Rep

consultation group

• Promote case studies
• Circulate newsletters

Wor

• rkSmar

mart

Com

• mmunic

unication tion & & Consulta

• nsultation

tion Contin

• ntinue

ued ……… d ………

• Provide regular updates to Elected Members
• Provide more informal ways to communicate e.g discussion

board, E-mail address

• Develop FAQ’s
• Brief Teams regularly

Pre-move

• Comms to prepare for move – offer visits to new building
• Provide move guide and briefings

Post move

• Hold drop in sessions, weekly communications – you asked

we did!

• Celebrate success – promote good news stories – internal/

external promotion, aids recruitment

Wor

• rkSmar

mart

Sta Staff Consulta

• nsultation

tion Ev Event nt

Results

634 c consulta

• nsultation f

tion form

• rms w

s were c com

• mple

plete ted b d by visiting sta y visiting staff Que Questions w stions were split into 4 split into 4 m main a in areas Accom

• mmoda
• dation :

tion :

• The

he sur survey g y gave a a c cle lear indic r indication tha tion that sta t staff pr preferred option d option 1 la layout a

• ut and de

nd desk sking (1 ing (120° de ° desk sks) s)

• In te

In term rms of s of de decor

• r, m

, mood boa

• od board 1

d 1, “c , “conte

• ntempor

porary”, w ry”, was the s the most f

• st favour
• ured, a

d, also sta lso staff c chose hose a a w wood v

• od vene

neer f r finish to inish to de desk sks a s as oppose s opposed to white d to white or c

• r colour
• loured

d

• In te

In term rms of s of br breakout furnitur

• ut furniture sta

staff ha had a d a pr preferenc nce f for

• r

sof sofas a s and a nd arm rmcha hair irs o s over ta r table les a s and c nd cha hair irs

Results

Car P r Parking / ing /Transpor nsporta tation tion

• A thir

third of d of the the r responde spondents w nts were c conc

• ncerne

rned a d about the bout the a amount,

• unt,

pr proxim ximity or qua ity or quality of lity of the the pr propose

• posed pa

d parking pr ing provision vision

• A qua

quarte ter f r felt tha lt that the t they m y must ha ust have a a c car r r readily a dily availa ilable le in in

• r
• rde

der to c r to carry out the ry out their w ir wor

• rk dutie

duties

• 17% f

% felt str lt strong

• ngly tha

ly that sta t staff should not ha should not have to pa to pay or pa y or pay so y so muc uch to bring the h to bring their c ir cars to w s to wor

• rk

Results

Agile gile W Wor

• rking

ing

• Sur

Survey r y results a sults and f nd feedba dback on the

• n the da

day w y were m mostly v

• stly very

ry positiv positive, both a , both about the bout the e event a nt and W nd Wor

• rkSm

Smart (4 t (45% positiv % positive, , 24% c % cautiously optim utiously optimistic istic) Technology hnology

• A m

majority of jority of sta staff (6 (69%) be %) belie lieved tha d that the t they w y would be

• uld be

pr provide vided with the d with the te technology to w hnology to wor

• rk in a

in an a n agile gile w way

Learning & rning & Developm lopment nt Areas s to

• conside
• nsider

r

• Cha

hang nge m mana nagement nt

• Induc

Induction to ne tion to new b w building uilding

• Fle

lexib xible le w wor

• rking – m

ing – mana nager/ r/emplo ployee m module

• dule
• Fir

ire sa safety ty

• Displa

isplay Sc y Screen Equipm n Equipment nt

• IC

ICT – e T – e-le

• learning to suppor

rning to support a t agile gile w wor

• rking

ing e e.g .g. outlook . outlook c cale lenda ndar r E-le E-learning or c rning or cla lassr ssroom

• om ba

base sed? d?

Wor

• rkSmar

mart

Key HR Outcomes

• Reduced sickness absence - 7.96 days

average per employee/annum (9.62 at the start of project – 2007/8)

• Reduced Mileage
• Employee Opinion Survey Results

2012 2008

My manager actively promotes and supports flexible working & work-life balance 72% 65% Overall, I am satisfied to be working for the Council 72% 63%* I am proud to work for the Council 66% 62%

Key Outcomes

• Reduction in workstation numbers (reduced by 42%)

2010/11 Reduction of 316,523 miles from previous year generating £126,609

• Efficiencies realised by reducing reception points
• Increased data security
• Better working environment enhanced
• Enhanced personal effectiveness
• Active face to face time – more cross department

working

• Better customer services
• Greater employee satisfaction
• Business continuity safeguarded through more flexible

ways of working

Future Measures

Future measures to be realised;-

• 15% increase in personal productivity over 5 years.

(i.e. personal time savings)

• Reduce office estate across localities by 33% by

2014 and realise resultant savings (currently at 30%)

• Reduce desk occupancy further in 2013 as desk
• ccupancy surveys indicate
• Improve the measures of staff satisfaction

Gary Gaunt Project Manager

Consultancy

Background

– Provided to another local authority – 1600 employees over 10 town centre locations – New civic office accommodation housing 900 workstations (60% desk occupancy) – Approached in March 2012 to provide guidance on WorkSmart principles – Approached in June 2012 to provide project management

Why Were We Asked To Support?

• Client had limited project management

resources and experience

• Short timescales involved
• Proven track record on delivery
• Tested processes and material
• Local Authority knowledge
• Experience of knowledge transfer

What did we provide?

• An adapted WorkSmart methodology
• Training to the core team on the process
• Documentation and tools to support the process
• E-Learning packages
• Policies and procedures
• Advice and guidance

Provided Project Management on;-

• WorkSmart
• Furniture and ICT fit out
• Operational requirements & Decant

What we provided?

Provided Project Management on;-

• WorkSmart
• Furniture and ICT fit out
• Operational requirements
• Decant

Wor

• rkSmar

mart P Proje

• ject

t Ov Overall R ll Refle lection tion

What Went Well?

• Project on time, on budget
• Desk occupancy achieved
• Centralised integrated team
• Empowerment – delegated decision making
• Senior Leadership Team & Member buy in
• Continuity – team members (WorkSmart/Decant)
• No employee relations issues
• Positive feedback from staff
• Preparation – implementation of agile working in existing

locations

Reflection

What Would We Do Differently?

• ICT refresh package – centralise costs to remove

barrier (e.g. VPN token)

• Desktop v laptop v mobile device
• Be aware of other initiatives – that may affect

project delivery

• Full time resource allocation to a dedicated project

team

new ways of working enabled by technology

21st Century Office Showcase

Worksmart

Nigel Hancock Rotherham Metropolitan Borough Council

DEVELOPMENT MANAGER

The Planning Application Process may be better understood by mapping its sub processes

Each sub process requires a different amount of effort to complete it Pre Application Receipt Validation Other Admin tasks Consultation and Notification Evaluation Delegated decisions Committee decisions Decision making Discharge of conditions Post decision amendments

• Sub process

Council 1 Council 2 Council 3

• Pre Application

£ 53,407 £ 270,419 £ 372,949

• Receipt

£ 16,588 £ 42,647 £ 39,576

• Validation

£ 25,266 £ 203,232 £ 287,140

• Other Admin tasks

£ 26,104 £ 48,030 £ 89,618

• Consultation and Notification £ 11,806

£ 124,478 £ 267,448

• Evaluation

£ 102,090 £ 425,847 £ 762,831

• Delegated applications

£ 78,242 £ 226,835 £ 523,770

• Committee applications

£ 30,591 £ 196,976 £ 206,950

• Decision

£ 7,748 £ 82,237 £ 93,884

• Discharge of conditions

£ 13,365 £ 67,415 £ 110,611

• Post decision amendments

£ 7,283 £ 33,669 £ 32,842

• Managing the process

£ 30,736 £ 117,809 £ 143,065 £ 403,226 £ 1,839,592 £ 2,930,684

How Much Does It Cost?

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

eton ing eeds am rley Bury lton Selby

Pre Application Receipt Validation Other Admin tasks Consultation and Notification Evaluation Delegated applications Committee applications Decision Discharge of conditions Post decision amendments

• ffice

• ldest application first.

• batches. On 14th

• Planning. In w/c

• f application as

• n how the application was

• received. App/

• r email

• riginal copies,

• n Anite

• bserved. PO’s complain if

• f application as

• reviews. Meetings usually

• n-line for paper

• bjections/

• case. Information from the

• ther app with

Detailed Process Diagram

Everyone’s solution is different but it should contain elements of… The use of paperless technology

Paperless technology has a role to play

• A paperless process, through efficient use of technology at each stage
• Introduction of the electronic case file
• A fully electronic process at each stage, enabled through effective use of

workflow, web and mobile technologies including: – E-consultation and electronic receipt of responses; – Increased use of Public Access, to enable communication at various stages of the process and reduce contact with the department; – Papers and committee notifications sent electronically; – More neighbour notifications may be possible in this way

• Increased use of scanning and indexing;

What Next

Tablets QR Codes

new ways of working enabled by technology

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www.publicsectornomads.com

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