Workplace 2.0

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  • The accommodations portfolio was in high cost downtown space, in a portfolio where 25% of lease costs are reimbursing Workplace 2.0 is a governmental initiative to: Create a modern workplace to attract, retain, and enable public servants to be responsive, innovative and efficient in serving Canadians Re-brand government as a modern place to work by renewing outdated, static and hierarchy-based office space Collaborative workstations used to optimize space while still meeting client needs
  • HC employees were engaged from the beginning of the project: Newsletter on HC’s website with photos on construction progress Information for employees on amenities: child care facility, health club facility, bus routes and parking Electronic employee kit with detailed moving information For employees not interested in moving to Kanata, facilitation of job swapping Included in the design, construction and modification of their new home Allowed to vote on the colour scheme and the interior design packages
  • Supports 400+ employees in offices and collaborative workstations Skylights for additional light, informal work areas to encourage teamwork, reduced space requirements Wireless voice devices and computers, unified messaging, office collaboration tools State-of-the-art boardrooms with teleconferencing technology; teams in different locations can work closely together
  • Amenities for employees: child care facility, health club facility, bus routes and parking The space at 340 Leggett: 15 enclosed offices 452 open workstations configures in pods of 2 and 4 2 large meeting rooms (to seat 20+) 4 medium meeting rooms (to seat 12) 5 small meeting rooms (to seat 6) 1 telepresence meeting room 10 quiet rooms 6 Business Centres (with multi-function photocopiers) 6 kitchenettes of various sizes 2 soft seating lounges (alternate meeting areas) 1 training room (fall under Other Undesignated – Hard Walled Support Space) 3 Telecom rooms Note: Built shower facility (4 stalls per gender with lockers) outside PWGSC standards
  • Workplace 2.0

    1. 1. The Kanata Centre of Innovation & Workplace 2.0 Corporate Services Branch June 2011
    2. 2. Purpose <ul><li>To provide: </li></ul><ul><ul><li>A tour of the Kanata Centre of Innovation and summary of how Workplace 2.0 was implemented </li></ul></ul><ul><ul><li>An overview of the key drivers for the project </li></ul></ul><ul><ul><li>A review of the employee engagement strategy </li></ul></ul>
    3. 3. Health Canada Drivers for Change <ul><li>The Clerk of the Privy Council’s Public Service Renewal strategy favours workplace renewal </li></ul><ul><li>HC’s objective to be a Workplace of Choice is in line with the Clerk of the Privy Council’s Public Service Renewal and Workplace 2.0 </li></ul><ul><li>HC recognized the need to upgrade its accommodations portfolio and to manage it corporately in an efficient and effective manner </li></ul><ul><li>Departmental lease cost reduction strategy as contributor to Strategic Review Savings </li></ul><ul><li>This led to the acquisition of the Kanata space allowing for modernization of accommodations portfolio using innovative solutions while still meeting program requirements </li></ul>
    4. 4. The Strategy – the Kanata Centre for Innovation project <ul><li>A strategy was designed to develop the Kanata Centre for Innovation </li></ul><ul><li>HC recognized the major challenges this project would present and developed an innovative project management approach </li></ul><ul><li>To encourage a positive outcome HC convened a steering committee comprised of Public Works, Health Canada and the Landlord </li></ul><ul><ul><li>Contributed to a collaborative and positive working environment </li></ul></ul><ul><ul><li>Innovative project management approach resulting in timely completion </li></ul></ul><ul><ul><li>Allowed for timely resolve of issues and challenges </li></ul></ul>
    5. 5. Health Canada and employee engagement … <ul><li>HC recognized the significant changes the project would bring about to the way employees worked: </li></ul><ul><ul><li>Significant move for employees from a downtown location to Kanata </li></ul></ul><ul><ul><li>Changes to the working environment – i.e. collaborative workstations </li></ul></ul><ul><li>To help employees adapt to this change, a change management plan was developed </li></ul><ul><ul><li>During the design and construction of the Kanata Centre of Innovation, HC implemented a communications and project management plan to involve employees throughout the project </li></ul></ul>
    6. 6. Kanata Centre of Innovation – as Workplace of Choice <ul><li>The Centre is a model of a Workplace of Choice, using Workplace 2.0. </li></ul><ul><ul><li>An innovative design using the concepts of the Public Service Renewal’s Workplace 2.0 </li></ul></ul><ul><ul><li>Efficient use of floor space while still meeting client needs </li></ul></ul><ul><ul><li>Significant lease cost savings, contributing to strategic review cost savings </li></ul></ul>
    7. 7. Amenities at the Kanata Centre for Innovation A facility rich in technology and workplace features – collaborative areas with casual seating, open-concept pods, wireless throughout, vibrant colours and furniture, and more….
    8. 8. Support to Greening Government Operations <ul><li>HC supports Greening Government Operations and the Workplace 2.0 drivers of Environmental Sustainability by implementing: </li></ul><ul><ul><li>Laptops and wireless internet, reducing electricity and paper usage </li></ul></ul><ul><ul><li>Only 13 printer units for the 467 FTE (ratio of 1 to 36) </li></ul></ul><ul><ul><li>Reduced the Carbon Footprint by co-locating the directorate from 5 buildings into 340 Legget </li></ul></ul><ul><ul><li>The Centre of Innovation project achieved 15.4m² per employee, supporting strategic review savings, and surpassing the PWGSC office space standards of 18.4m² </li></ul></ul>
    9. 9. Lessons Learned <ul><ul><li>Communications and Change Management Strategy were key to the success of the project </li></ul></ul><ul><ul><li>Steering Committee was key to the success of the project </li></ul></ul><ul><ul><li>Innovative practices addressed some of HC’s Key Performance Indicators </li></ul></ul><ul><ul><ul><li>Surpassed the norms for Optimization of Space </li></ul></ul></ul><ul><ul><ul><li>Contributed to Strategic Review Savings (long-term goal: reduce reimbursing lease cost to 8% for the portfolio) </li></ul></ul></ul>
    10. 10. Next Steps <ul><li>Continue to be proactive in investigating opportunities to modernize the accommodations portfolio while supporting the Clerk’s priority for Renewing the Workplace </li></ul><ul><li>Collaborate with the Regions to determine areas where Workplace 2.0 can be implemented </li></ul>
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