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
WorkSmart The AssetsBuilding Design Principles and Fitout Paul Smith – Estates & WorkSmart Mgr
Where we came from• Town Centre staff spread across 7 buildings and a Town Hall.• Very poor building condition and all with extensive asbestos which restricted operations.
Where we came from• Much equipment beyond point where support and replacement parts were available.• Suitability of buildings was poor. i.e.:- • Disabled access not always possible. • ICT infrastructure/ inc server room. • Cellular offices restricting interaction. • Library Arts Centre services restricted.
Where we came from.• Poor efficiency of building space usage:- • 1 Desk per employee which surveys indicated were only occupied, on average, for 60% of the working day. • Paper and documents storage taking up large areas of office floor space. Information security. • 8 building receptions & customer service points, leading to customers having to visit multiple buildings. • 8 separate post rooms and procedures. • Separate cellular offices for most senior managers..
Where we came from• Rotherham Renaissance (RDA regeneration programme for the town centre)• On going proven programme of agile/ home working with low take-up.
What we decided to do• Business case indicated it was more cost effective to relocate to a new build than to refurbish. (by £85 million over 35 years)• New build option opened up many opportunities to support Renaissance objectives.• Office requirement to be reduced by rolling out agile working to all staff.• Issued competitive dialogue OJEU in April 2006. • Lot 1 New Council Building • Lot 2 New Cultural Centre • Lot 3 Redevelopment of vacated sites
What we decided to do• It quickly became apparent that the proposed building could not be delivered in isolation and that an extensive programme to change the way the council worked was required. This became the WorkSmart 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 SLT and Cabinet WorkSmart Steering Group / Project Sponsor Karl Battersby WorkSmart Programme Manager Paul SmithWorkSmart Accommodation WorkSmart HR Programme WorkSmart Implementation WorkSmart ICT Programme WorkSmart Communications Programme Manager Manager Programme Manager Manager Programme Manager Gary Gaunt Theresa Caswell Robert Parker Richard Copley Ceri Davis Directorate Implementation Accommodation Projects HR Projects ICT Projects Communications Projects Projects
What is WorkSmart?„WorkSmart is modernising the way we work to make the Council more efficient, leading to better services for citizens and a better work life balance for employees‟
Riverside House Agreed Delivery Model• Commercial (FR&I) Lease over 35 Years of a BCO standard CAT A Office.• As part of the OJEU the developer‟s main contractors, professional team and subcontractors were employed to complete the Cat B fit out for the tenant (council). Saving around 6 months and up to £3 million in abortive works/ fit out costs.
Riverside House Agreed Delivery Model• Procurement of all suppliers and subcontractors via the main contractor on an open book with fixed overheads, profits and prelims.• Council carried out is own ICT fitout and commissioning, but the machine room, racks and cable infrastructure were by the contractor.
Riverside House Construction TeamShell & Core Team Fit Out Team DEVELOPER TENANT Evans Property Group Rotherham MBC James Pitt Paul Smith (0113) 2711888 (01709) 254 061 QS / EMPLOYERS AGENT QS / EMPLOYERS AGENT Turner & Townsend Turner & Townsend David Cadenhead David Cadenhead (0114) 272 9025 (0114) 272 9025 ARCHITECT INTERIOR DESIGNER CJCT careyjones chapmantolcher CJCT Patrick Evers Paul Chapman (0113) 224 5000 (020) 7269 9400 MAIN CONTRACTOR MAIN CONTRACTOR GMI GMI Nick Shepherd Nick Shepherd (0113) 276 0505 (0113) 276 0505 PRINCIPLE ENGINEERS PRINCIPLE ENGINEERS WSP Leeds WSP Leeds Russel Greenwood Russel Greenwood Director Director (0113) 395 6200 (0113) 395 6200
Riverside House Design Criteria• 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.
Riverside House Design Criteria• 16,000 m2 Nett Internal Area (20,000 Gross)• 1 desk per 8.5 m2 in the office spaces• Excluding Public Areas (Ground Floor) 1 Desk per 10m2 NIA• 5.8 desks to every 10 office employees.• 1306 Desks supporting up to 2241 employees• 5.8m2 per employee against a government target of 12m2 per employee.
Riverside House Design Criteria• 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.
Riverside House Design CriteriaMeeting Rooms/ Individual Offices In Riverside House.• All rooms have AV including IP TV (5 pre-set channels). - 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) - 1off 18 Person - 4 off 20 Person - 2 off 15 Person Emergency Control/ ICT Training Rooms - 5 off Directors Offices with 6 Person meeting Table• 8 person and above have IR induction loops• 16 person and above have audio enhancement and Blu-ray players.
DELIVERIES CAR PARK ENTRANCE Basement Floor Plan
Ground Floor Plan Library Arts Wing A Marriage Room CaseConferencing Entrance Suite Café CSC Wing B Building Reception Library Arts Wing C
Kitchen, Vending & Break Out AreaToilets & Stairs Lifts Meeting Room Kitchen, Vending & Break Out Area First Floor Plan
Kitchen, Vending & Break Out AreaToilets & Lifts Stairs Meeting Rooms Kitchen, Vending & Break Out Area 2nd & 3rd Floor Plan
4th Floor Plan IT Office Space Kitchen, Vending & Break Out Area ICT Server Room Registry Plan CX &ICT Build Strategic Store Printing Area Emergency Directors Control Offices Prayer Rooms Urban Traffic Control Meeting Room Parenting Room Medical Rooms Room
WorkSmartDecant into RiversideDecant is a major project in its own right. • Decant Project Manager • Don‟t forget about Directorate WILs took up a secondary role as Decant • work and costs to Champions to collate information on each teams:- Reasonable adjustments • • decommissioning Specialist ICT needs Storage allocation • Lockers • and holding to 200 employees on a Friday - One Move per week of up vacated buildings… 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.
Asset Outcomes• Reduction in Town centre floor area from 45,000 m 2 to 30,000 m2• Reduction in town centre buildings energy costs from £867,000 to £396,000 a year. – Energy cost per employee reduced from £369 to £166 per annum (Riverside = £122 Pa)• 58 workstations for every 100 previous desks. – Desk usage survey indicate we still have an average of 40% free desks across the week. So we will be looking to bring more staff in.• Vastly improved resilience of building and ICT systems.• £85 million less (over 35 years) than option of refurbishment alone.• £180,000 per year less office churn.
ICTA Key Enabler of WorkSmart But not rocket science…
Laptops For All StaffTo support hot-desking and remote working.>90% of RMBC‟s 4500 computers are now laptops 750 laptops delivered each year Sometimes laptops are overkill…
Thin clientTo make computing device-independent But don‟t close the desk to others
Bring Your Own Device (BYOD)Win-Win! Security is everything
VPN (Virtual Private Network)To securely access systems from outside the Councilnetwork. 2000 accounts live VPN is not the only game in town
MyMail (Outlook Web Access)To access your RMBC email from any computer. Available to all staff by default.
Open Outlook CalendarsTo quickly see where colleagues are and when they areavailable.Mandated forall staff. There are ways to make it work for everyone
Resource Booking SystemMeeting room booking Condeco Booking System is Staff don‟t Now Live have time to search for rooms
VOIP TelephonyTo easily log on to your phone extension from anywhere – akey enabler of the accommodation strategy. 4000 extensions live. Softphones for home Call flow, call workers. flow, call flow
Conference CallingTo reduce the need for travelling to meetings. Conf. call etiquette training is important
Follow Me Printing, Fax & Scan To MeTo enable more flexible and efficient printingscanning. Collect prints fromSide benefit – any machine. 45% reduction in print volumes No traditional fax machines in Riverside – incoming faxes are delivered as email attachments. Outgoing faxes are send from MFDs.
Public Internet AccessTo enable more citizens and Members to use iPhones,iPads etc to access the Internet from Riverside‟s café andthe Town Hall Useful for partners and popular with staff
RedGreen Network SegregationAllows closer partnership working. The network detects non- RMBC machines Public WiFi is and routes then a better way out to the Internet to allow to do this partners to work from Riverside
Desk-level powerSo that people don‟t have to crawl aroundunder desks
PC VirtualisationSaves on valuable desk space Eliminate PCs You can‟t start acting as this too soon… serversreporting machines through virtualisation.
BCPDR – a huge side-benefit to agile working 2013 snow >700 people available to work because of remote access technologies
New Data CentreNew NetworkBackupsystems for airconditioning, Don‟t bite offpower and fire more than yousuppression. can chew…
new ways of working enabled by technology 21st Century Office Showcase
WorkSmart –Implementation of Agile Working Theresa Caswell HR Programme 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 costsAll 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”
WorkSmart Business CaseRealisation targetsThe 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
WorkSmart BenefitsRealisation targets These targets are to be incorporated into Directorate / Department Service plans, department Asset Plans and into the existing Performance Management Systems.
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 Direcorate Programme WILS Requirement Analyst Sponsor Manager (M3)EDS Diane Douglas Diane Douglas Jane Evans Kirsty FaundezResources Phil Howe Dave Sissions Tracy Blakemore Lyndsey WoodgerCYPS Warren Carratt Warren Carratt Emma Hayes Barrie HardwickNAS Dave Roddis Dave Roddis Sharon Barker Denise Mitchell
Implementation –Activities UndertakenImplementation Programme involved the completion of a numberof 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 objectors – Engage staff through focus groups – Conduct analysis Activities: DILO, Space Utilisation, Gap Analysis workshop – Produce the benefits Case
Implementation –Activities Undertaken ..cont.• 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
Example Findings • Space Utilisation • It is useful to conduct a space utilisation exercise before, during and after to measure the impact 0% Service Name - Detailed Space Utilisation 14-18 March 2011) 16 14 46% 45% 12Workstation Occupancy 10 Occupied 8 Signs of Life 6 9% 4 2 Occupied 0 Mon Mon Mon Mon Tues Tues Tues Tues Wed Wed Wed Wed Thurs Thurs Thurs Thurs Fri Fri Fri Fri 9.00 10.30 14.00 15.00 9.00 10.30 14.00 15.00 9.00 10.30 14.00 15.00 9.00 10.30 14.00 15.00 9.00 10.30 14.00 15.00 Signs of Life Day / Time Empty
Findings continuedDiary Analysis / DILOPhase 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.
Implementation• Phased approach• Stepped Process• Tools – Space utilisation, DILO‟s, work shadowing• Information gathering and local business case• Barriers/enablers Managers• Gap Analysis implement!• Recommend solution
WorkStyles - definition Fixed Location Flexible Location Mobile Home• 100% desk allocation • 58% desk allocation • 25% desk allocation – No desks allocated to• Fixed location • (10 people per 5.8 desks) • (4 people per 1 desks) home workers – Support to work from• Specialist equipment • Ability to log on to any • Ability to log-on from any (where required) e.g. fixed or flexi desk flexi-desk or fixed desk home chair – Home Furniture (desk, • Personal locker storage • Personal locker storage• Storage – Filing cabinets chair & file storage) • Resource booking • Co-location of team / team (and electronic) – Ability to use flexi desk in system area• Access to additional work office • Co-location of team / • Mobile workers may be space – Home Based roles are team area required to visit their admin• Co-location of team / base but the majority of typically data processing • The work may also be type roles that do not team area carried out occasionally their work is carried out in the community e.g. Social require face to face• A specific front facing role from home e.g. Human Workers, Clerk of Works, contact e.g. processing that has to be delivered Resources Officer, M3 from a fixed point e.g. Buildings Managers claims for revenues and Manager, Business benefits, remote ICT Cashier Support Officer support.
Findings• Some areas of good practice already existed – case of 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 or 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
HR PoliciesDevelop or review ;--Home Based Working-Office Protocols-Occasional Working from Home-Information Security-Travel & Expenses – travel and parking WorkSmart
Policies Continued….- Health & Safety - Lone working Ensure HR - DSE Data is current - Risk Assessments - Fire procedures-Reasonable Adjustments – Produce baseline Accommodation, travel etc information as benchmark-Working hours/Flexi scheme-Performance management – is existing policy fit for purpose? WorkSmart
Communication &ConsultationExternal• Public consultation – planning, Disabled users, Civic Society etc• Media relations• Communication with customers on services – closing/opening of buildings
Communication & ConsultationPlanWhat 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 WorkSmart
Communication& Consultation Continued ………• Provide regular updates to Elected Members• Provide more informal ways to communicate e.g discussion board, E-mail address• Develop FAQ‟s• Brief Teams regularlyPre-move• Comms to prepare for move – offer visits to new building• Provide move guide and briefingsPost move• Hold drop in sessions, weekly communications – you asked we did!• Celebrate success – promote good news stories – internal/ external promotion, aids recruitment WorkSmart
Results634 consultation forms were completed by visiting staffQuestions were split into 4 main areasAccommodation :• The survey gave a clear indication that staff preferred option 1 layout and desking (120° desks)• In terms of decor, mood board 1, “contemporary”, was the most favoured, also staff chose a wood veneer finish to desks as opposed to white or coloured• In terms of breakout furniture staff had a preference for sofas and armchairs over tables and chairs
ResultsCar Parking /Transportation• A third of the respondents were concerned about the amount, proximity or quality of the proposed parking provision• A quarter felt that they must have a car readily available in order to carry out their work duties• 17% felt strongly that staff should not have to pay or pay so much to bring their cars to work
ResultsAgile Working• Survey results and feedback on the day were mostly very positive, both about the event and WorkSmart (45% positive, 24% cautiously optimistic)Technology• A majority of staff (69%) believed that they would be provided with the technology to work in an agile way
Learning & DevelopmentAreas to consider-Change management-Induction to new building-Flexible working – manager/employee module-Fire safety-Display Screen Equipment-ICT – e-learning to support agile working e.g. outlook calendarE-learning or classroom based? WorkSmart
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% I am proud to work for the Council 66% 62% Overall, I am satisfied to be working for the Council 72% 63%*
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 MeasuresFuture 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 occupancy surveys indicate• Improve the measures of staff satisfaction
ConsultancyBackground – 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 guidanceProvided 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
WorkSmart ProjectOverall ReflectionWhat 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
ReflectionWhat 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 HancockRotherham Metropolitan Borough Council DEVELOPMENT MANAGER
The Planning Application Process may be betterunderstood 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
How Much Does It Cost?• 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
Pre Application Receipt Validation Other Admin tasks Consultation and Notification Evaluation Delegated applications Committee applications Decision Discharge of conditions Post decision amendmentsSelbyoltonBuryorley hameedsdingeton 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%