how agile working unlocked opportunity to repurpose challenging real estate
TRANSCRIPT
www.placemaking.co.uk @PLACEmaking_uk Facebook.com/PLACEmaking.uk
Bristol City Council:How Agile Working Unlocked Opportunity to Repurpose Challenging Real Estate
Mark Thompson Bristol City Council: Programme Director Bristol Workplace Programme
Alison White PLACEmaking: Director of Services to Bristol City Council
www.placemaking.co.uk @PLACEmaking_uk Facebook.com/PLACEmaking.uk
Key programme products
Bristol Workplace Programme: Rationalisation through Optimisation
Objectives - an ‘Agile’ organisation with people:
• equipped, supported and trained to work flexibly
• able to respond to changing organisational objectives
• able to work from a variety of council, partner and other locations • supporting the delivery of high performing citizen focused services
(increasingly digital)
Enablers - adopting modern working practices
• HR Policies: evolved to facilitate flexible working practices
• Mobile technology solutions that support choice of work locations
• Remote and secure access to network systems, supporting remote collaboration and limiting unnecessary travel
• Flexible and collaborative office environment to support Agile Working
• Output based performance management systems
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32 Office Buildings75,000 sqm NIA75% freehold
2 City Centre Hubs20,000 sqm NIABoth Freehold1 x Grade 2* listed1 x new refurbishment
Average 20 sqm per person
capacity 2000 people
capacity 2000+ people
Estate Strategy – Business Case
Phase 1
Phase 2
12
2013: In scope headcount 4,000
Average 5 sqm per person
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Temple Street: Service delivery
Customer participation developing/planning city
opportunities
City Hall: Democratic Centre City wide: locality centres
Targeted Customer services, locally delivered
Estate Strategy – Service Focused Solutions
Customer access to services:‘Digital by default’
on-line, on phone & self serve, F2F
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Step Change: Optimisation = Cost Savings
Business Case Solution
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TeamsPolicy
developmentService Design
Service Delivery: central
Service Delivery: local
Largely in the office: dependant on internal agile connectivity – use of project, some team workspaces
Mostly out of the office: dependent on remote ICT connectivity – regular use of collaborative workspaces when in
Often in the office: dependant on internal ICT agile connectivity – use of collaborative/project workspaces
Mostly in the office : dependant high quality connectivity with customers/team – use of team workspaces
Individuals
City Hall: 1st floor,
Pavilions, Cash Hall
City Hall: Pavilions, Cash Hall
City Hall: project
areas, team spaces
100TS: project
areas, team spaces
100TS: team
spaces
City Hall: Pavilions, Cash Hall,
project areas
Localities100TS:
Conference rooms
Transformation of Services: User profiling
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Change of Expectations
Past Future
Work 9-5 Work anytime
Work in the office Work anywhere
Use company equipment Use any device
Focused on inputs
Focused on outputs
Climb corporate ladder
Create own ladder
Defined tasksCreative problem solving
Hoards information
Shares information
No voice
Leadership opportunities
Relies on emails
Collaborative technologies
Focused on knowledge
Focused on adaptive learning
Formal corporate training
Democratised training
‘Work… a word that doesn't mean the same thing now as it did just a few years ago.
The “business as usual” model is outdated…..leaders need to be ready to tackle the challenge of continuous innovation…..embrace a new model of work…..create long term business value and service delivery’
Chess Media Group
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Challenges
EstateHeritage Constraints (impact City Hall capacity reduced to 25% increase )Redesign of Solution requiredBuilding Condition exposed long term under investment Scope of Works expanded – political pressure to expand public access and generate income from event letting in areas of building
OrganisationVision Temporarily Blurred - rotation of council and programme leadership Service Redesign Objectives Accelerated – skill sets evolution: innovation, collaboration, interaction replaces processingBusiness Case adapted –post Phase 1 and ‘Agile’ working solution proven and council headcount reduction - wider perspective on cross organisational integration (public sector hub)
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Past
Enhanced choice & mobility enabled through technology
30% desks 50% collaborative,
20% innovative
60% desks 40% collaborative, 0% innovative spaces
Phase 2City Hall
Bristol: Transformation of the Workplace Mix
formal meeting, informal meeting, collaborative +
innovative, some desk space
Mixformal meeting, informal meeting, collaborative +
desk space
Phase 1Temple Street
100% desks 0% collaborative, 0% innovative spaces
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City Hall Change of Approach
Capacity was 600
30% shared deskspace
70% free access collaborative, interactive and innovative
Capacity now 2,000
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Controlled Change:
Corporate Training: ‘do it to them’ approach, classroom set-up
TraditionalAppears low cost
Operationally Expensive(trainees and trainers)Rigid approachLow attendance Training fatigueIneffective
3 Step Change: ‘Change’ Approach
Corralled Change:
Change team: ‘do it with them’ approach, delivered by internal change team
Common in sectorHidden costs
12 step processVolume issues - bottle-neck Variable quality outcomesOne size solutionLimited embedded changeSemi effective
Transformational Change:
Self navigated learning: profiled & targeted, develops learning networks
UnfamiliarSet up & upgrade costs
Adaptable engagement style User Self selected profileTargets investmentEmbeds learning cultureMeasurable outcomesStart of a continuous process
Step 1
Step 2/3
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Temple Street
People
Platform
Place
Providers
City Hall
Delivering Integration & Transformation
Phase 1 Phase 2
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Bristol Workplace Programme: ResultsObjectives - an ‘Agile’ organisation
• equipped, supported and trained to work flexibly
• able to respond to changing organisational objectives
• able to work from a variety of council, partner and other locations • supporting the delivery of high performing citizen focused services
(increasingly digital)
Enablers - adopting modern working practices
• HR Policies: evolved to facilitate flexible working practices
• Mobile technology solutions that support choice of work locations
• Remote and secure access to network systems, supporting remote collaboration and limiting unnecessary travel
• Flexible and collaborative office environment to support Agile Working
• Output based performance management systems
✔✔
✔✔
✔✔✔✔
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Increased Connectivity & Efficiency
Designers: PLACEmaking
BEFORE: Silo’s
NOW: Increased visability
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Interactive space: Local and Integrated
BEFORE: Dark and dingy ‘no man’s land’ NOW: Collaborative workplaces
Designers: PLACEmakingDesigners: PLACEmaking
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Maximising Opportunities: Corridors
Designers: PLACEmaking
BEFORE: Empty Corridors
NOW: Places to meet and work
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Change of Approach: Permission to Transform
Increased ‘User’ choice Changing settings to suit taskDesigners: PLACEmakingDesigners: PLACEmaking
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Before: Ineffective and Inefficient
BEFORE: Cash Hall subdivided, mezzanine all desk workspace
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Cash Hall Before: Worn out and Unloved
BEFORE: Cash Hall subdivided, mezzanine all desk workspace
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Discovery: Hidden Resources
Cash Hall during demolition
www.placemaking.co.uk @PLACEmaking_uk Facebook.com/PLACEmaking.uk21 Designers: PLACEmaking
NOW: Cash Hall
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Cash Hall: A Resource for the City
Designers: PLACEmaking
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BEFORE: Isolated teams NOW: same space - increased connectivity & visibility 2016
BEFORE: Endless corridors
Efficient & Effective workspace
Designers: PLACEmaking
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City Hall: focused on collaboration 2016
Collaborative Workspace
Designers: PLACEmaking
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Encouraging Interaction
Original functional corridor
BEFORE: dark corridors NOW: Same space - now places to work and meet
Designers: PLACEmaking
www.placemaking.co.uk @PLACEmaking_uk Facebook.com/PLACEmaking.uk
Innovative space: Changing activities
BEFORE: Allocated desks & ICT
NOW: choice of settings, quality of resources/facilitiesDesigners: PLACEmaking
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Well being: 26 different ‘social’ areas
NOW: Café space
Poor facilities, poor expression of value BEFORE
Designers: PLACEmaking
www.placemaking.co.uk @PLACEmaking_uk Facebook.com/PLACEmaking.uk
Thank You
Documentary film available on request