Smarter working in the public sector. Robinson College Cambridge 4th November 2008

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Ursula Morris
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1 Smarter working in the public sector Robinson College Cambridge 4th November 2008

2 The government workplace as an agent of change Paul Stansall

3 CHANGE IN THE CIVIL SERVICE Demand for higher quality services in the right places Pressure to make savings and use resources wisely, efficiently, sustainably Competition to attract and retain a high quality workforce Adaptation to climate change and harnessing new energy sources The future will be very different Working beyond walls looks ahead to where we could be in 2020 Page 3 November 12, 2008

4 WORKPLACE TRANSFORMATION Providing a wide variety of work settings Team desk sharing in the DVLA, DCSF and CLG Remote IT environment of BERR, with staff working in third party offices Working at home for Ofsted with inspectors supported by social networks Distributed mobile working at DIUS enabled by encrypted laptops and HD video conference connecting staff across the regions Field-working of mobile RPA inspectors delivering services on the ground All this and more is evidence of a paradigm shift away from simply working between office and home. Page 4 November 12, 2008

5 And the office is now just one location in a widening network supporting virtual teams Page 5 November 12, 2008

6 CHANGE IS CHALLENGING Requires a coordinated response from all who manage government estate and its facilities And those undertaking workplace transformation Page 6 November 12, 2008

7 Those responsible for government estate along with colleagues in ICT and HR are already working and preparing for change. Page 7 November 12, 2008

8 CASE STUDIES illustrate: How Departments have transformed their places of work How far and fast things are changing across government How successfully the change process has been received The lessons learned to make change easier for those following How diverse the work and place choices are What people actually say about such change A testimony to trail blazers across government Page 8 November 12, 2008

9 DVLA KEY LESSONS Clear and credible vision established at start of project Support from Chief Executive through sponsoring the project at inception Alignment of people[hr], property [Estates] and technology [IT] Extensive change management and communication effort applied early on Non-Territorial Working trialed through pilot project to learn lessons, build support and understand what the solution could look like Coupling of NTW project with a radical office refurbishment programme Page 9 November 12, 2008

10 DVLA BENEFITS 11m over 10 years in estate savings from property rationalisation Increased flexibility in doing business focussing on outputs Staff reporting the same, better or much better on office performance NTW with 8 desks per 10 staff meant 860 fewer workstations Less energy consumed on their provision, maintenance, cleaning and cooling Reducing printers from fifty to twelve per floor Less travelling required sites Park-and-ride facilities: no car commuting for staff living within 1.5 miles Page 10 November 12, 2008

11 BERR Remote IT Environment (RITE) KEY LESSONS Cost be prepared to able to deliver in a climate of financial pressure and to ensure flexible computing benefits are made widely available Security plan to meet Government security requirements to access classified restricted information and to minimize and manage information security risks to BERR and concerns from CESG Management and HR understand implications and concerns that arise from increased availability of flexible working tools Technical management permit innovation with outsourced IT supplier to allow in-house new technical solutions to be developed and tested costeffectively Page 11 November 12, 2008

12 BERR Remote IT Environment (RITE) BENEFITS Organizational Increased workforce and team flexibility and agility Financial Recovery of lost productivity due to transport incidents and other home or family emergencies Improved work life balance and satisfaction helps attract and retain workers Net cost savings thro rationalisation of back-up sites and costly laptops Opportunities to reduce estates costs with more flexible working Environmental Thin client 5W vs 95W PC Reduced office power consumption, less cooling required Page 12 November 12, 2008

13 OFSTED KEY LESSONS Working from home requires very good IT system and support facilities Homebased staff need encrypted laptop connected through wireless broadband Essential to have good remote support with IT Helpdesk And best available office services support with next-day delivery of office supplies, hotel booking and car hire Staff must receive training in managing and being managed at a distance Managers and inspectors must be selected for their ability to manage in this way Page 13 November 12, 2008

14 OFSTED BENEFITS A new workplace network has delivered significant property savings Now operating with only the National Business Unit plus three regional offices - reduced from eleven Inspectors now work from home with consistent quality and high productivity Regional teams have lively social networks Page 14 November 12, 2008

15 DEFRA in Alnwick new build KEY LESSONS Staff closely involved in the design development process Behaviour changes are required of staff to maximize environmental advantages designed into the operation of the building Winning support for piloting renewable technologies Three 15kW wind turbines Photovoltaic cells Solar thermal system Biomass boiler Rain water harvesting Digital display of daily energy use How to work with BRE to achieve new BREEAM Outstanding category Page 15 November 12, 2008

16 DEFRA in Alnwick new build BENEFITS Better support for RPA inspectors travelling to outlying farms Ability to expand DEFRA s operational support in times of national emergency Planned to bring environmental, economic and social benefits to community Designed to save annual carbon emissions equivalent to 9 typical UK houses SOGE targets met to reduce water consumption and waste and to increase recycling Page 16 November 12, 2008

17 DCSF KEY LESSONS Users needed the support of a comprehensive programme of change management Challenging the established working culture lay at the heart of the project. Close working relationships were essential between internal and external partners Post-occupancy evaluation proved the pilot had been well received Page 17 November 12, 2008

18 DCSF BENEFITS Property rationalization with savings of 10 million per annum New work environment stimulating creativity, team working, collaboration and focus on better delivery of services A specialist environment called the bridge promotes internal communication Innovative and considered solution Page 18 November 12, 2008

19 CLG KEY LESSONS Pilot group necessary to test bed 7:10 desk sharing Post-occupancy evaluation has allowed ICT peripherals and furniture changes as requested by staff Day 1 of occupation supported by dedicated team of floor-walkers covering all aspects of furniture, ICT,storage and general communications Workspace guides distributed to support the move Page 19 November 12, 2008

20 CLG BENEFITS Leveraging efficient and effective use of London HQ space and consolidating into one building from four with 6.7sq.m NIA per person Staff feedback positive with collaborative team breakout spaces, creative space and quiet rooms Staff can choose a desk or a place to work on any given day, can find a space close to those they need to work with on a consistent basis and teams increasingly networking Page 20 November 12, 2008

21 DIUS KEY LESSONS Lead by example I not only sit in open-plan accommodation, I also hotdesk, which I think is a Whitehall first. Ian Watmore, Permanent Secretary Adopt a liberal attitude to flexible working with support from the right kind of technology so that staff can regularly work anywhere including home Use the office to showcase the work of your department Page 21 November 12, 2008

22 DIUS BENEFITS To work effectively across regional locations staff have their own encrypted, lightweight laptops enabling them to work anywhere Telepresence allows for HD videoconferencing between departmental locations saving the time and high cost associated with extensive travel Page 22 November 12, 2008

23 2020 VISION Climate change has accelerated depletion of food, water, energy and medical resources Government services brought much closer to where needed Scenario planning drives policies and programmes Carbon budgeting impacts everyday life Workplace energy and space management closely monitored Work anywhere culture supported by Hotel.gov Reliance on virtual team working and telepresence technology Greater dependency on local infrastructure Wider choices for balancing work and life-style Page 23 November 12, 2008

24 Contact us Helping Government deliver best value from its spending Service Desk: E: W: Page 24 November 12, 2008

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