Options for better ways of working in Great Minster House

Transcription

1 Options for better ways of working in Great Minster House

2 Vodafone findings in DfT PEOPLE Office-centric ways of working (70-80% time in the office, Staff work 50% in time desk based at their desk) and office c50% centric, staff believe even though their job for requires 66% their them to be in the office yet significant time spent working work style indicates they should not alone (50%) or with only one other person have to (66% Fixed Mobile) (20%) Pockets of good practice but inconsistent TECHNOLOGY Strong ICT Infrastructure foundation; under-use of existing resources e.g. Wi-Fi Providing Under use better remote of existing access to assets shared files, is & calendar, and external websites will have a big tethering impact on people productivity to their (70 man desks; years) lack of 21% collaboration fixed forwarding tools private makes and corporate it hard to mobiles; meet 62% and currently collaborate would without be happy being to only have in a mobile phone; Fixed line costs c 500k p.a. Restrictive security, the 80-90% office people never handle a Secret or Top Secret Document 400 sheets per person are printed per month. Documents difficult to find & search through PROCESS Nothing specifically preventing better ways of working Policies Working legalistic & practices, encourage policies lack of flexibility; and need a business management case to justify styles working are bringing from home people why? Not clear what ICT enablers are available & to whom? into the work place office, often as default mechanism for reviewing & approvals; printing unnecessarily as the default (e.g. mechanism printing for documents) meetings Presence-based management rather than outcome based SPACE Unexciting, uncomfortable, 77% of users unable to concentrate in the office; 63% unable to concentrate at their desk Under utilised, unexciting workspace Extremely dense (e.g. 4th floor 6.8sqm vs. industry which causes distractions; usability of standard of 7-8 sqm for call centers) yet only 50% utilisation of desks (30% group utilisation and shared of meeting spaces rooms) is poor 100MY of productivity gains to be had by better space, based on survey responses on time lost due to disruptions and inability to find space to meet, finding people etc.. 2

3 Vodafone key recommendations PEOPLE PROCESS 1. Create and embed flexible working guidelines (the why) 2. Transition from current approach of my desk to our shared space 3. Separate emotive drivers for coming to the office from actual work style which is 66% individual working 4. Roll out specific NWOW leadership and management training how to manage flexible workers TECHNOLOGY 1. Go 100% mobile - allocate devices by work style and begin people mobilisation 2. Realise WI-FI asset and enable laptops to connect 3. Replace current PBX with a resilient modern IP solution with single number reach, using communicator and mobility as prime communication presence, instant messaging, screen sharing & video; reduce phone costs by c50% (Opportunity to share infrastructure with BIS, PSN) 4. Deploy document management; manage 97 million documents 1. Agree consistent & DfT-wide set of guidelines and agree start point, e.g. Clear Desk, 2 Ad hoc meetings & Room bookings (management of); Mobile Phone etiquette 2. Digital meeting reviews & not paper reduce numbers of printers 3. Improve Induction & on boarding processes to embed new ways of working 4. Move to outcome based performance management SPACE 1. Begin clear-out of storage space 2. Move to shared desks where possible, move desk ownership from 99% fixed to at most 25% 3. Trial pilot floor/part-floor with key leadership sponsor 4. Create home zones, simplify layout 5. Create fit for purpose collaborative spaces 6. Create foundation for transition to phase two (move/ not move) 3

4 Context There has been progress in the last 18 months! London Accommodation Strategy ExCo sign off of interior design works Meeting rooms for all De-cluttering and decoration of lift lobbies Removal of storage in some areas Major reduction in wall clutter Some areas improved working area Some redecorating Move from directorate to DfT identity. 4

5 5. Context Ongoing introduction of IT improvements set out in Vodafone Study. Printers halved 1:4 1:8 Better Customer Engagement IT Surgery Floor Walking IT Customer Board Improved Technology Pilot of thin client to improve log-in times Pilot of Lync communications tools (instant messaging, presence, document sharing) Improved use of wireless network - Selection of lighter laptops and better hard disk technology - Already Planned - New telephone system in April 2013 mainly using mobile phones/blackberrys - Replacement of Windows XP/Office 2003 with modern business tools by April Introduction of collaboration tools 5

6 Context But not everything signed up to has been enforced and supported as time progressed. Clear desk policy Consultants hot desks Moving desks Personalisation More people defaults to more desks. Desks not breakout space 6

7 Context In conjunction with the paper from Communications on visual imagery in GMH. Informed by the Vodafone better ways of working study. The Cabinet Office controls on office fit outs. 7

8 Context GMH is full of desks (1535) but not full of people. Staff (inc. Visitors Contractors Interims) Monday 2 July Tuesday 3 July Wednesday 4 July Thursday 5 July Friday 6 July

9 Context Potential lease break in 2015 Optimal solution is implementation in new building What can we do in GMH that delivers both Vodafone output and Value for Money? Incremental options. 9

10 8. Option 1 - Preparing for flexible working Follow the Accommodation Strategy Reduce storage (especially around meeting rooms) Meeting room manifestations Decoration / colour / Imagery comms paper Clearer desk policy to encourage others to use and share. Make better use of existing IT, including new telephony. Replacing 350 oldest Blackberrys Integrate Blackberrys & Mobiles into new phone system (handsets reduced to 250) Web-based DHL-type tracking of problems reported to Help Desk Use new firewall features to improve access to social media, webinars & other facilities that are currently blocked Themed web chats c. 50K + management time c. 6 months 10

11 11 Vodafone 1

12 Option 2 (inc Option 1) - Becoming more flexible Align to Vodafone 1 Storage reduction and breakout areas created. Fewer formal meeting rooms so redesign from IKEA Quiet rooms Project space Decoration/Colour/Imagery Implement a print strategy (a reduced number of MFDs in service centres only) supporting PIN protected access Follow-me printing Managed print service Step-up conversion of PCs into thin clients to reduce log-in times and increase mobility Address remaining limitations on wi-fi access Link new phone system to desktop Phone calls controlled through desktop (including soft phones) Desktop to desktop videoconferencing Improved communication tools through deployment of Lync-type product c. 400K (including 220K IT costs) + management time + managed print service c.12 months 12

13 13 Vodafone 2

14 Option 3 (inc options 1 and 2) - A flexible working model office Moving towards Vodafone 2 Reconfigure North end as a model office on floors 1/2/3/4 and the Olympics area Shared space and lockers Further breakout areas Reuse and recycle desks. Variety of working areas Decoration/Colour/Imagery Replace oldest laptops with lightweight devices with new fast log-in disk technology Replace all PCs with thin clients or laptops to provide complete mobility Introduce improved document sharing through deployment of collaboration tools Videoconferencing booths c 800K (including 500k IT costs) + management time c 12 months 14

15 Option 4 - Implement Vodafone 2 25% savings in workstations Business change programme Recycle desks Breakout furniture Interior designed visual impact works Thin client or laptop mixed economy VPOD video conference booths Collaboration tools Document Management c 3.5m (including 1.8m IT costs) + change programme c 18 months 15

16 Vodafone 3 16

17 Option 5 - Moving towards Vodafone 3 25% space saving Shared space Furniture led change Minimise mechanical & electrical works Interior designed Fully mobile ICT c. 5.7m (including 1.8m IT costs) + change programme c. 18 months 17

18 Option 6 - Implement Vodafone 3 If staying long term Mechanical and electrical works Full redesign and fit out Documentation management and collaboration tools Delivers full business change / cultural change Fully mobile c. 15m (including 1.8m IT costs) + change programme c. 24 months 18

19 Resources to deliver 1. Project management for 1, 2 and 3 2. Step change for 4, 5 and 6 with Vodafone or AN Other (inc design consultant) 3. Specialist support for IT roll out. 4. ExCo leadership and commitment. 19

20 Risks Lack of swing space Procurement c 15% of reasonable adjustment desks currently. Costs and programme unvalidated M&E costs unknown but substantial Retrofitting hot-desking has a poor record over Whitehall. Conflict with Split Project and upgrade of IT operating system 1,2,3 seen as in house amateurs Underestimate the senior support that will be required. The elephant of the break clause 20

21 ExCo Output How ambitious are we? What s the budget? Can we agree? 21