richard veale accommodation project change manager south australia water corporation driving...

Richard VealeAccommodation Project Change Manager

South Australia Water Corporation

Driving Organisational Culture Through Workplace Design –

When Moons Align

• It is more than bricks and mortar

•Business case stacked up – do nothing/base case option not cheapest!

Strategic Intent

• Business– Productivity/efficiency– Staff attraction and retention– Workforce morale– OH&S– Sustainability/ESD– Replace ageing

accommodation

• Cultural– High achievement– Collaboration and teamwork– Openness and transparency– Sustainability– Employer of Choice

•Government Policy– State Strategic Plan– Parklands– Office accommodation

standards

About Our Culture

Cultural messages are sent through three channels

Channel Message sent by

BEHAVIOUR

•Observation of others•Especially key influences•What is said•What is done

SYMBOLS

•Where is time spent•Where resources are invested•Physical environment•What and who is rewarded•Who is involved in what•Voice of key stakeholders•Rituals

SYSTEMS

•Goal setting budgeting•Reporting and measurement•Remuneration•Performance management process

Workplace impacts

all of these

… which all convey what is valued in the organisation

When Moons Align – Seizing the Opportunity

1. Culture survey identified accommodation as an issue – Morale and Equity

2. Aging, outdated facilities– General condition was average to poor– Government policy requires SA Water to vacate

Thebarton(to be returned to parklands)

– Bolivar was outdated & inflexible, Grenfell St had limited capacity

– Significant changes and upgrading is required – regional and metro – within the next 5 years

3. Significant cost incurred because of the geographical spread

4. Government accommodation standards not being achieved

5. Alignment with sustainability values and chance to showcase these

6. Opportunity only occurs once in a generation– Culture, efficiency, address internal customer

and communication issues

Best Practice Companies

SA Water 2003/04

About Our Process

Three key processes

1. Planning a holistic process of change– Unusual - we started with change management

2. Reinventing how we work– Space requirements are easy – but what do you want staff to

say and do?– Allow people the opportunity to ask “why do we do it this way”– Extensive Consultation – executive, managers and staff, unions

3. Reinventing how a building is procured– Allow people the opportunity to ask “why do we do it this way”

Build a great project team– Within the organisation, key consultants (private +

government), and the development partner

What is Change Management?

• Magic?• Risk management? • HR Gobbledy-gook?

The correct answer is Risk Management and considers:• Staff Involvement/Engagement• Leadership• Communication• Workforce Transition• Training and Development• Performance Orientation

Engagement Starts at the Top• Executive and Senior Management

Team workshop in March 2005• Purpose: Create a shared

understanding, vision and mission• Draft project principles developed

Staff Engagement• Staff Reference Group (SRG)

established• Staff consultation sessions by SRG• Education and information provided –

ESD, the case for change, the procurement process, WIIFM

• 1000’s of comments collected and• Results presented to the Executive

Team• Results communicated to staff

Key requirements & principles

• Flexibility, future-proof• Openness and transparency – no offices• Ecologically Sustainable - 5 Star Green

Star minimum• Healthier environment and natural light• Consider our customer’s needs• Part of the community• Facilities provided on the basis of need

not hierarchy• Encourages teamwork, collaboration and

communication• Staff input to their own workspace• Accessible Leaders

Staff Engagement – During

• Intranet site established, regular updates, regular presentations to SRG, Managers and work groups

• Workplace Performance survey undertaken

• Focus Groups during the design process

• Manager and staff involvement in decision making – e.g. ‘their areas’ and furniture

• Workpoint Pilot – approximately 300 people participated.

• Site visits – approximately 600 people

• Site training and induction programs

• Communication, communication, etc.

About Our Building

Snapshot of the project

• Headcount – 940 people

• Area 17,000sqm

• over eight levels– Offices

11,500sqm– Laboratories

5,300sqm– Learning Centre

350sqm

• Density– 13+ sqm/p typical– <15 sqm/p overall

(SA Government guidelines)

collaboration zonestair

atrium

2,000sqm per level

fritted double façade to West

Building and Fitout Design by

Hassell

Workplace Strategy by

DEGW

Furniture system1800 x 900

bench (mobile)supplier

Schiavello

Greenstar in context with typical building stock

4, 5, 6 star buildings

SA Water

Benefits to date

• Attraction to prospective employees• Retention, pride in the workplace• Flexibility – work and meet anywhere• Improved communication• Everything is transparent, opportunity to standardise• Supportive of collaboration, people bump into each

other• Good Staff Amenity• Changed leadership behaviours, manage by being seen

and by overhearing• Mixing of cultures• Very little downsides

Building and Fitout Design by Hassell

Workplace Strategy by DEGW

End