BIFM Lancashire Group at BBC Media City

Flexible Workplaces

“Creating an Eco-system of talent”

2013

2 | Flexible Workspaces “Creating an Eco-system of talent”

Introduction to today’s joint event

&


Why flexible workplaces?

“share a common view that workforce agility is generating significant and tangible financial benefits for our businesses”

“agility in staff hours and locations can cut workforce costs by as much as 13%”

(June 2013)



94% of organisations use flexible working

82% of managers think flexible working benefits their business

85% believes flexibility enhances staff wellbeing




Introduction to today’s speakers


Today’s Agenda

> Introduction

> Agile Working

> The BBC Journey to Media City

> Delivering FM at MediaCityUK

> Questions

> Networking

#bifm


Dates for your diaries

> 28 September – BIM Event at Manchester Town Hall

BIM4FM:

“61.7% BIM can help FM”

“35.3% not sure how”

> 5th December – University of Liverpool Energy Centre


Contact Details

> Andrew Mawson: e:[email protected]

t:020 7743 7110

@amawson

> Mark Whitaker:e:[email protected]

t:07764 840 694

@Whitbags

www.whitbagsinfm.wordpress.com

Andrew Mawson,Advanced

Workplace Associates

Advanced Workplace Associates. www.advanced-workplace.com

THE LONG ROAD TO AGILITY...

Getting more from the workplace

Andrew Mawson

Twitter @amawson

[email protected]

1

2

3

4

6

7

5

8

Giving people

their best day

at work, every

day, at an

economic cost

Workplace experiences – sensing through time


Time (seconds)

Workonomics

168

18%

51%

8%

£10,000



Typical

Eco

no

mic

eff

ecti

ven

ess

Experience effectiveness

Cramming

Opulence



Typical

Eco

no

mic

eff

ecti

ven

ess

Experience effectiveness

Cramming

Opulence

Agile

THE ‘WHAT’


AGILE CULTURE

AGILE WORKPLACE

AGILE WORKING

1 Attitudes, skills, practices, processes

and infrastructure that are holistically

designed to enable rapid change

without cost or pain

2 Leadership, attitudes, behaviours,

workplace rituals and skills that are

explicitly supportive of agility in every

aspect of business

3 Working practices that enable

people to work when and where it is

appropriate for them and their units

4 IT, telephony, policies and spaces

designed to enable people to have their

best day at work every day wherever

they are

3. THE WHAT DEFINITION OF AGILITY

7

4. THE ‘WHAT’ THE WORKPLACE GUIDING PRINCIPLES

11

Guiding principles

1 People able to make choices about where and when they

work

2 People are enabled in being able to work effectively in and

out of the office

3 Resources are ‘ours’ to share not ‘mine’ to own

4 Workplaces are scientifically designed to give people their

best day at work every day

5 Workspaces are allocated on the basis of function not

hierarchy

6 Territorial ownership of space is finished

THE WHAT Creating a Global Workplace Standard

17

Multi-media meeting spaces

Project working rooms

‘We’ / team areas with anchor points

‘I’ / quiet working

Touchdown spaces for visitors

Informal meeting near service points

Home

Cloud technology across the business

Breaks

Downtime

Travel

UK

Dallas

Atlanta

Hyderabad

New choices

New

Office

3. THE WHAT THE AGILE WORK SPECTRUM

9-5

COMING TO

WORK EVERY DAY

ANYTIME

ANYPLACE

ANYWHERE

IN OFFICE OUT OF OFFICE

STATIC MOBILE IN

OFFICE

STATIC &

HOME

MOBILE IN

OFFICE & HOME STATIC &

FIELD

MOBILE IN

OFFICE & FIELD

HOME

WORKER

FIELD

WORKER

19

Anchor points ‘We’ / team areas with anchor points Touchdown spaces for visitors Project working rooms ‘I’ / quiet working Client facing meeting spaces Multi-media meeting spaces Informal meeting Technology/ work anywhere Social meeting space Copy and recycling Personal/team storage

4. The Agile Workplace

5.

INFRASTRUCTURE

REVIEW

5.

INFRASTRUCTURE

REVIEW

THE

PROPOSITION

‘WHAT’

4. THE’ WHAT’ HR POLICIES AND PRACTICES TO SUPPORT

AGILITY

29

TODAY

Optimised for

office based

working

Working from

home by

application

FUTURE

Optimised for

Agile working

Working from

home normal

Transition

Health &

Safety

Guidelines

Recruitment

Leadership

development

Competency

framework

People

development

Performance

Management

THE ‘WHY’


Organizational benefits from

becoming more agile…

22

Reducing costs with less office space

Improving productivity – using the right spaces and tools for different activities

Improve intra and inter team dynamics – ability to work next to different people

Improving cross disciplinary working – ability to get teams together rapidly

Improving business continuity –

processes less dependent on

physical location

Improving sustainability less

space + travel = less co2

Improving ability to recruit and retain –

work and location changes with life needs

Improving image as a modern employer –

workplace and work styles supports brand values

Improving ease to reorganize teams

Scalable business – elastic space that accommodates change without a property event

5. THE ‘WHY’ BUSINESS DRIVERS FOR AGILE CHANGE

Project drivers Organisational needs


5. THE ‘WHY’ THE PERSONAL REASONS FOR CHANGE

32

Get more done

More sociable

Doing your bit for

the environment

Better

organised

Get things done easily What’s

in it for

me?

Travel less

No clutter

Fitting life into

work

Health and

energy

We get all the tools, spaces, help and environments to work at our peak effectiveness

We go and work together with people from different departments when we need to which makes getting things done across the business easier

We work some time at home which avoids stressful journeys to the office, etc.

We get to know more people in our team and in adjacent teams as we can sit/work with the different people we need to work with every day

Doctors tell us that the sedentary nature of work, sitting at the same desk for hours on end, is detrimental to health. With agile working we can move around more and work in a variety of stimulating places

We all want to do our ‘bit’ for sustainability. With agile working in the office we use less space, generate far less carbon per person and create less paper

With agile we clear our desks after they’ve been used so that when we arrive in the morning, the space is beautifully clean, fresh, clutter free and inspiring

Because we have to plan a bit ahead we’re more organised in the way we plan our time

If our roles are suitable, when we work at home we can work different hours and make time for other things that are important in our lives!

THE ‘HOW’


Advanced Workplace

Associates.

WORKING PRACTICES

NEW PROTOCOLS

RESOURCES AND WORKSTYLES

PREPARATION FOR THE TRANSITION

NEW SKILLS

6. THE’ HOW’ HOW IT WILL WORK IN PRACTICE

THE ‘WHEN’


4. DEVELOPED SPACE AND

TECHINCAL DESIGN

Including, room data sheets

change management

proposals, procurement

strategy sustainability, O&M

strategies and risk

assessments

8. PERMISSIONS

Landlord, planning and

Building Regulations 5 PROJECT APPROVAL

Sign off by Steering Group/ Board

9 PROCUREMENT

Procure according to strategy

10 CONSTRUCTION

11 CHANGE MANAGEMENT

Refer to page 5 for sequence of

activities

08 2013 03 2104

1. ISSUE CONCEPT DESIGN

Agree workplace Proposition

6. LEASE COMPLETION & LANDLORDS

WORKS

Agree landlords works and handover

schedule

2. STRATEGIC BRIEF

Translate proposition into

work integrated stream

briefs

3. PROJECT DELIVERY TEAM

Agree , procure and assemble Team

7. COMMUNICATIONS PLAN

Execute plan

14 POE & Change Maintenance

Undertake Post Occupancy Evaluation,

recommend fine tuning and set up

workplace occupancy management

operations

09 10 11 12 01 02

12 GO LIVE

13 FINSBURY SQUARE EXIT PLAN

implement dilaps requirements

6. THE ‘WHEN’ HIGH LEVEL OUTLINE TIMELINE

42

8

Giving people

their best day

at work, every

day, at an

economic cost

Pete Mathieson,BBW

About BBC North

Our Mission: Inspired by the north of England, to bring

groundbreaking ideas and outstanding creativity to everyone

Our Vision: Innovate, inspire, surprise: always looking beyond tomorrow

Our Home: Based at MediaCityUK, Salford Quays to better serve

all audiences across the north of England and the UK

Our People: A creative community of 2300 people, with one third

newly recruited to the BBC

Our Story: Occupying three brand new buildings and a shared studio

block, doors opened in May 2011 on time and on budget

Sophy Jacob,BBC

1

BBC North

2

Audio & Music

News

Breakfast

Regional & Local

Programmes

Current Affairs Learning Vision

Philharmonic

OrchestraMarketing , Audiences

Communications

Operations

Sport(433)

North

HQ

Future Media

Radio 5 live Sport Children’s

The breadth of BBC North

3

4

Campus Operations Group Members

Atos

Technical Operations

Balfour Beatty Workplace

Duty Facilities Manager

Duty Operations ManagerBBC

Workplace

North HQ

Communications

Events

Staff Engagement

Why BBC North?

5

Why BBC North?Why does Campus Operations Group Exist?

• To enable senior stakeholders to raise issues pertaining to the day to day operation of BBC North in order to achieve swift and effective resolution.

• To facilitate closer coordination between departments that support Campus Operations - eg BBC Workplace, Tech Ops, Events, North HQ - and their subcontractors.

• To assist in the delivery of new initiatives which cement the reputation of BBC North as a test bed for new ways of working, technology and sustainability.

• To drive through initiatives to ensure that our waste resource is kept to a minimum.

• To approve any external requests for use of shared spaces on site (Quay 5, Imaginarium, etc)

• To approve BAU change requests (Statements of Need) and to prioritise, where appropriate.

How it works

• Attendance at weekly Campus Operations Group (COG) meetings are mandatory, with deputies attending by arrangement.

• Members of the business attend by invitation or request to present issue or request.

• Departments under the COG umbrella work together to effect change

• Specific procedures in place and recognised by the business:

Statements of NeedAccommodation Amendments

Statements of Need

• A Statement of Need (SON) describes the need for a change, alteration or addition to our work environment, as requested by BBW for the business or the business directly.

• The SON form is a detailed description of the desired works or procurement, signed off by a senior member of the department.

• SONs are held in a central database, the Project Register, and are viewable by COG, POG and Technology leads.

• Response time for issuing of unique SON identifier & initial evaluation at COG is 1 week from receipt of completed & authorised form.

• The business must indicate its anticipated source of funding on the initial SON. Once the SON has been provisionally approved, detailed costs will be requested from Workplace, Tech Ops etc. If the costs are for the business to meet, then written approval must be given by the business before works are carried out. If costs are for central funding, then the SON must go back to COG/POG/Technology for final approval.

8

How COG/BBW work together

• COG and BBW have worked together to introduce new processes and improve services within BBC North, for example:

• Cashless vending: BBW used COG to arrange a staff trial of the new system.

• Clear desk policy: This was agreed at COG. Difficult message which was rolled out through BBW Workplace Support staff (WPS). WPS carries out clear desking on behalf of COG.

• Dock House coffee pod: COG worked closely with BBW to ascertain the best location for both the facility and business to ensure maximum sales.

CLEAR DESKING

will be carried out in this building

this coming

MONDAY.

Please clear desks everyday and

dispose of all rubbish.

Workplace support will not clear

rubbish from desks.

Campus Operations Group

Why do we have to clear

desks?

We have more people than desks.

Allocating a desk per person

would result in empty desks and

higher building costs.

CLEAR DESKING


this coming

MONDAY.




rubbish from desks.


Why do we have to share

workspace?

There are 2700 people currently

working in BBC North, yet there

are never more than 1800 people

in the office at any one time.

By sharing space, we use what

we have more efficiently.


CLEAR DESKING


this coming

MONDAY.




rubbish from desks.



desks?

We have more people than

desks.

Sharing space frees up licence

fee money to make content for

our audiences.

CLEAR DESKING


this coming

MONDAY.




rubbish from desks.



desks?

Protect data.

Clearing your desk means data

sensitive paperwork won’t be left

out by mistake.


CLEAR DESKING


this coming

MONDAY.




rubbish from desks.


Why do we have to share

workspace?

Not everyone is always in the

office.

Allocating a desk per person

results in higher building costs

and less money for content.

Campus

14

Accommodation Management

• We have grown from 2,300 at Phase I migration to now just short of 2,800 staff. Since migration we've had to move a number of departments around to accommodate growth.

• COG ultimately takes the decision as to who should move where, if a wholesale move of a department is required. COG works with BBW to make the change (Utilising the Accommodation Amendment Form)

• IT and Accommodation Managers (ITAMs) keep monthly plans to show who is based where. Workplace support manage the storage allocation within these floors.

15

Lessons learned… change takes time..

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Lessons learned… but we persevere!

17

…not everyone works in the same way

Date post:	18-Jan-2015
Category:	Business
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BIFM Lancashire Group at BBC Media City

Business