how agile working unlocked opportunity to repurpose challenging real estate

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


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


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


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


Step Change: Optimisation = Cost Savings

Business Case Solution


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


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)


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


City Hall Change of Approach

Capacity was 600

30% shared deskspace

70% free access collaborative, interactive and innovative

Capacity now 2,000


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


Temple Street

People

Platform

Place

Providers

City Hall

Delivering Integration & Transformation

Phase 1 Phase 2


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

✔✔

✔✔

✔✔✔✔

✔


Increased Connectivity & Efficiency

Designers: PLACEmaking

BEFORE: Silo’s

NOW: Increased visability


Interactive space: Local and Integrated

BEFORE: Dark and dingy ‘no man’s land’ NOW: Collaborative workplaces

Designers: PLACEmakingDesigners: PLACEmaking


Maximising Opportunities: Corridors


BEFORE: Empty Corridors

NOW: Places to meet and work


Change of Approach: Permission to Transform

Increased ‘User’ choice Changing settings to suit taskDesigners: PLACEmakingDesigners: PLACEmaking


Before: Ineffective and Inefficient

BEFORE: Cash Hall subdivided, mezzanine all desk workspace


Cash Hall Before: Worn out and Unloved

BEFORE: Cash Hall subdivided, mezzanine all desk workspace


Discovery: Hidden Resources

Cash Hall during demolition

www.placemaking.co.uk @PLACEmaking_uk Facebook.com/PLACEmaking.uk21 Designers: PLACEmaking

NOW: Cash Hall


Cash Hall: A Resource for the City



BEFORE: Isolated teams NOW: same space - increased connectivity & visibility 2016

BEFORE: Endless corridors

Efficient & Effective workspace



City Hall: focused on collaboration 2016

Collaborative Workspace



Encouraging Interaction

Original functional corridor

BEFORE: dark corridors NOW: Same space - now places to work and meet



Innovative space: Changing activities

BEFORE: Allocated desks & ICT

NOW: choice of settings, quality of resources/facilitiesDesigners: PLACEmaking


Well being: 26 different ‘social’ areas

NOW: Café space

Poor facilities, poor expression of value BEFORE



Thank You

Documentary film available on request