Outline Programme Business Case

Outline Programme Business Case26 March 2018

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Section Contents Page

1 Introduction: (What is the WorkSmart Programme? – Work to Date – Developing Estate Strategy) 4

2 Cost-benefit Analysis: (Overview and Summary Table) 7

3 Fundamental Enablers 9

4 Work-streams: (Overview of Themes and Schematic) 10

5 Programme Plan: (Overview – Deployment Phases – Methodology) 13

6 Benefits Overview: (Financial Savings – List of Buildings: Vacate or Retain – None Financial Benefits:

Added Value)

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7 Resource Requirements 22

8 Governance Framework: (Approach and Board Membership) 23

9 Communication & Engagement: (Methodology and Strategy) 25

10 Costs Overview (Overview – Summary Table – IT Equipment Description and Links to ‘Worker Types’) 27

11 Assumptions 32

12 Programme Risks and Issues 33

13 Appendices 34

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The WorkSmart ProgrammeOutline Business Case

1. Introduction 1.1 The following document provides an overview of the current WorkSmart Programme Outline Business Case and the

developing programme plan.

1.2 It is based on engagement with all service areas and advice from key enabling functions within the

Council, namely ICT, Property & Assets and HR.

1.3 The source data which informs the figures presented is available on request and has been summarised within this

document for presentation purposes.

1.4 The outline business case seeks to -

• highlight the opportunities, costs, issues and risks involved in progressing WorkSmart;

• establish organisational confidence in the programme;

• secure approval to progress, within defined expenditure limits, against an expected return on investment;

• assure the organisation that budget management and benefits realisation will be overseen by a defined and

suitable governance framework.

1.5 Previously referred to as the ‘Flexible Working Programme’ the repackaged ‘WorkSmart Programme’ reflects the

wider scope of activity required to successfully deliver a transformational change to ‘the way we work’.

1.6 ‘WorkSmart’ is about the creation of a modern, comfortable and less costly working environment and

crucially, the underlying culture for it to succeed. ‘WorkSmart’ is about using technology and office design to

ultimately reduce our building needs through better use of space, but it is also very much about promoting

productivity, value for money and an excellent work-life balance for staff.

1.7 Previous incarnations of this Programme have had a much narrower scope and have largely been

focused on maximising the opportunities of naturally occurring unused space.

1.8 This is an opportunity to really improve the way people work, the technology we provide to support them, the skills

needed to manage staff remotely and the values and culture needed to use and share office space more effectively.

1.9 The wide-scale adoption of working smartly in other Councils and the private sector is apparent and has been for

over a decade. The WorkSmart Programme aims to build on this learning and apply to Hull City Council.

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1.10 The Buildings Optimisation Programme (BOP) has been very successful; reducing a significant number of leases

and owned buildings within the Council’s portfolio over recent years.

1.11 It has been recognised that reliance on naturally occurring capacity in buildings will no longer provide the level of

opportunities experienced by BOP to date.

1.12 Therefore it has been widely recognised by Property and Assets as well as Corporate Transformation

colleagues, that a more strategic and proactive approach is needed. One in which the way in which staff work and

therefore have need for office space is altered to not only maximise their use of space but also their ability to

perform their responsibilities.

1.13 ‘The WorkSmart OBC is an attempt to start drawing together a plan for which staff may operate differently not just in

order to reduce the burden on the estate, but also become more productive by being enabled to be more flexible and

dynamic in their approach to work.

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5

Work to date

6

Developing an Estate Strategy

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1.18 One of the proposed work streams within the programme is the development of a long term vision and strategy for

the Council’s current estate.

1.19 To some degree, a significant proportion of what might be included in this has already been discussed at various

levels, but there is an outstanding need to formalise the plan and include sufficient detail based on appropriate data

and evidence.

1.20 The current understanding is that for typical office accommodation, a move toward consolidating around the

‘Guildhall Campus’, with minimal office facilities outside this central hub, is the desired way forward. Obviously this

does not include the wider estate of more bespoke buildings, such as depots and leisure facilities amongst others,

which we will look to bring in the mix if appropriate. Clearly this strategy needs to be fully tested, exploring the

various options that might facilitate it, such as collaborating with partners to cross-use office space between

organisations; evaluating what is both feasible and cost-effective.

1.21 It is proposed that this strategy, once developed, will be presented to CST for discussion and approval. The aim is

for the proposed strategy to be shared early 2018 to inform the remaining WorkSmart Programme.

‘People can only realise their full potential, and that of the organisation they work in, if we empower them with the right tools and

environment’ ‘The Way We Work. A Guide To Smart Working in Government’ HM Government 2004.

2.1 Given the complex cross-cutting nature of the programme, an exact cost and return on investment (ROI) at this

stage is extremely difficult.

2.2 The recommended tact is to agree the desired scale of, and relationship between, commitment, desired impact and

ROI and assign a broad budget allowance accordingly, ensuring ongoing robust governance is in place for decision

making on spend and benefits realisation.

2.3 The WorkSmart Programme Outline Business Case will of course evolve over the duration of the programme and

this will manifest as individual business cases that will follow the appropriate governance process depending on their

magnitude and nature.

2.4 Detailed planning around the introduction of new technology, training and development and the specifics around

building works and furnishings, as well as the logistics around moves, will be developed and articulated within these

individual business cases. Through the appropriate governance structure and the programme’s strategic umbrella,

the team will ensure the individual business cases align with the overall longer term plan.

2.5 In this section a Council-wide overview has been provided of ‘effort’ and ‘gain’. Put simply, the more we allow

staff to work away from our buildings, the less buildings we will need.

2.6 Costs and benefits have been presented in overall totals to provide a programme level analysis from which to

consider return on investment, as the full detail is complex, significantly detailed and in some cases yet to be fully

determined. Specific costs and benefits will be defined during implementation within the boundaries set by the

agreed overall budget and benefits target.

2.7 Presently there is a £300k and £450k target within the MTFP for 18/19 and 19/20 respectively based on vacating

buildings. It is the view of Property and Assets colleagues (supported by the WorkSmart Team) that to achieve

these figures it will require the WorkSmart Programme to be up and running in earnest.

2.8 The summary table overleaf features non-cashable savings; they have not been included in the net savings quoted.

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2. Cost-benefit Analysis Overview

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Investment Description

Cost over

10 year

lifespan

Nature of Benefit

Benefits

over 10

years

Capital Costs: MTFP - Anticipated Total Cashable Rev.

Saving:

ICT (‘Hardware and Software’ required to enable staff

to ‘work smarter’).

£3.2m Overall net saving over 10 year period £7.05m

Property – (‘Office Redesign and Staff Relocations’

investment in addition to funds already secured via

ring-fenced capital receipts).

£1m

Change & Project Management, Staff Training and

Support.

£200k

Revenue Costs:

Additional dedicated ICT resource* £1.2m

Existing Funding

(within the Customer Programme) -£400k

Net Total Cost £5.2m

Non-cashable** added value over 10 years (see page 21):

Potential productivity value (+5%) - £13.5m

Potential reduced absence value (-10%) - £5m

*The ICT resource revenue cost has been shown for a 10 year period (i.e. 10 years @ £120k per annum).

**The ‘Non-cashable’ figures are not included in the calculation of ‘Net Value Over 10 Years’.

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Cost Benefit Analysis Summary

3.1 In order to deliver WorkSmart, there will need to be an accumulation of effort on various fronts.

3.2 WorkSmart is foremost a cultural and behavioural change in the way the organisation approaches the way it’s staff

work and operate in and away from the workplace.

3.3 In order to support and sustain behavioural change there is a need to invest in technology, address

processes where needed and ensure staff have the right skills and support to perform in a new environment and

work arrangements. In some cases there will also be a need to redesign the working environment, ensuring the

physical space is aligned to the way people will need to work.

3.4 The following diagram provides an overview of the type of considerations that need to be made

presented under key themes:

• What

• support do staff need to

work differently?

• What designs do our offices need to adopt?

• What technology might staff

need?

• How will staff operate in or away from the office?

Process Technology

PeopleProperty

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3. Fundamental Enablers

Flexi

Share Agile

Mobile

Touch-

down

Rooms Desks

Break-

outs

Tablets

Laptops Phones

Confer-

encing

Training

T&Cs Policies

Remote

Manage

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4.1 A number of work streams have been identified which form the components of the overall WorkSmart

Programme scope.

4.2 The work-streams will continue to develop over the duration of the programme and some need more work than

others.

4.3 In general each Service grouping will be a work stream of its own, dealing with the specific requirements and

delivery plan for the teams within the grouping.

4.4 Alongside this will be a number of supporting corporate level projects which will be in place to provide the

foundation and infrastructure to support the ongoing changes.

4.5 The description and diagram on the next 2 pages begin to illustrate the structure and content of the programme

work-streams.

4.6 The work-streams have been themed, this does not necessarily mean the associated service area will need to lead

or dedicate significant resources to each, they will clearly have a significant advisory influence but CTT resource will

provide the majority of the change and project management around each project.

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1010

4. Work-streams

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Technology Theme

• Service Projects: Service Specific ICT Requirements - number, spec and deployment of devices in each service

• Project T1: Support & Infrastructure - establishment of ICT resource to support shift to more mobile devices

• Project T2: Desk Booking System - determine value of system to allow booking of hot desks

• Project T3: Document Management - potential rollout or acquisition of system and protocols for managing documents and

reducing physical files

Property Theme

• Service Projects: Service Specific Property Requirements – specific new designs for offices where applicable

• Project P1: Estate Strategy – articulation of long term view of desired estates ‘end-game’

• Project P2: Facilities Protocols – documenting and embedding intended corporate modus operandi within the office

environment (e.g. clear desk policies)

• Project P3: Relocation Procedures – reaffirming approach to office moves and ensuring it is followed

HR Theme

• Service Projects: Service Specific Training and Support Requirements – specific training and upskilling required in each

service

• Project H1: Corporate Policy Changes – review of associated corporate policies to update or reaffirm as needed

• Project H2: T&Cs Impact – analysis of whether there are any impacts on T&Cs for any staff and address accordingly

• Project H3: The Agile Manager – review of impact of managing staff under new working arrangements and address issues

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Work-stream Themes

TechnologyService Projects: Service Specific ICT

Requirements

Project T1: Support & Infrastructure

Project T2: Desk Booking System

Project T3: Document Management

PropertyService Projects: Service Specific

Property Requirements

Project P1: Estate Strategy

Project P2: Facilities Protocols

Project P3: Relocation Procedures

HRService Projects: Service Specific

Training and Support Requirements

Project H1: Corporate Policy Changes

Project H2: T&Cs Impact

Project H3: The Agile Manager

Change Management, Governance and Culture Change

Integrated Approach

Work-stream schematic

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Communication Strategy

Wider Property Strategy and Plans

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5.1 The programme plan will evolve over time. Key enabling corporate projects will need to begin early to increase the

chances of being fully established to support the early adopters of ‘WorkSmart’.

5.2 Service groupings will be delivered in phases to ensure a safe and manageable level of change is taking place

throughout the organisation during any one period, this will also be dictated by other changes occurring within

services which in many cases will mean WorkSmart needs to be increased or reduced in urgency.

5.3 Guidance from ICT colleagues suggest a limit of 200 to 250 devices delivered at any one time in terms of

deployment allowing sufficient embedding and snagging time before the next deployment phase begins. Each phase

of 200-250 will take 2 to 3 months to deploy in full. This will include time to prepare the devices, test with staff,

respond to any ‘snagging’, gather feedback from staff, make any further changes required, and then complete the

embedding process.

5.4 The diagram overleaf provides an overview of how the programme is likely to be phased. Some work is still to be

done around what services are delivered when. The team’s best indication of phasing is provided in the subsequent

diagram which follows the programme plan. It must be noted that the team have not been able to consult services

on this as sufficiently as they would have preferred and it is likely to be subject to discussion, challenge and

potentially change.

5.5 The main aim of the programme plan and content of phases is to meet the overall agreed savings target(s) within

the lifespan of the programme.

5.6 Given the long-term nature of the programme it is likely there will be external factors that alter the phasing as we

proceed and a degree of flexibility and adaptability will need to be designed into the programme and expected by

stakeholders.

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5. High-level Programme Plan

NB: This is an initial view of the high level programme plan. The phased role out of changes in services is underpinned by the collection of corporate cross-

cutting projects. As with any change programmes of this scale and complexity the order and content of projects may flex as required within agreed benefit

realisation and cost tolerances. The agreed governance process will be used to manage any change controls that have an impact beyond stated thresholds.

Service Tech Phases may contain more then one service but if each service has more than 250 units to be deployed the phase will need to be broken down

in to sub phases.

OBC

T1: Support & Infrastructure

RecruitmentT2: Desk Booking System

T3: Document Management

P1: Estate Strategy

P2: Fac. Protocols

P3: Relocation Procedure

H1: Corporate Policy Change

H2: T & Cs

H3: The Agile Manager

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Wider Mobilisation

Continued Service Engagement and Data Gathering/Analysis

TBD: Underpinning Property Works/Relocation/Furnishings

Service

s P5Services

P4

Services

P3

Services

P2Services P1

WarningWork in Progress.

To be refined

via further

investigatory work.

Q4 2017/18 Q1 2018/19 Q2 2018/19 Q3 2018/19 Q4 2018/19 Q1 2019/20 Q2 2019/20 Q3 2019/20 Q4 2019/20

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Q1 2020/21

Phase Services/Teams

Estimated approximate number

of devices to be deployed per

phase

11a Housing / 1b CYPFS Mobile Working

(split in to 2 sub Phases or covered by external input)400

2 Public Health, CYPFS (MC & RR) Media & Marketing, CET, CTT, ICT. 250

3 3a and 3b: ASC (split in to 2 sub Phases) 350

4 Streetscene, Public Protection, Major Projects, Property & Assets 200

5HR, Regen, Procurement, Planning, Info Governance, Finance, Strategy and

Partnerships, CYPFS (potential remainder)200

6 Others (TBD) 100

Total 1,500

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Warning

Work in Progress - To be refined

via further consultation with Services

Service Technology DeploymentProposed Phasing – Requires Further Discussion

1515151515

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5.7 Initial engagement with Services and consultation with colleagues in ICT, HR and Property and Assets

conducted during late September through to early November to produce OBC.

5.8 Engagement with services aimed to establish as much information about current practice and opportunities to work

smarter as possible in the timescale. Also captured, where able, was qualitative information about known

constraints, needs and considerations relevant to the change process and timings for each team.

5.9 Based on this initial data, ICT, HR and Property and Assets have worked with the WorkSmart Change Team to begin

to estimate the potential costs and benefits in each case to provide an overall picture.

5.10 Significant work is still required, in some services more than others, to understand opportunities and needs.

5.11 A full assessment and profile of each team/Service Area will need to be developed before implementation, in order to

determine -

• the specific ICT equipment needed, model, supporting hardware, how it will be used, maintained and

managed

• associated training to use new devices and/or associated systems, where needed, and potential training

for remote management

• specific office redesign requirements, size of desks, meeting rooms, facilities, break out areas, sourcing

furniture

• nature and timing of subsequent relocations, link to long term strategy, which buildings to retain and which

teams to locate where

• supporting corporate policies, protocols or systems that service/team changes are dependent upon

5.12 The approach will be to deliver a phase in parallel with developing the specifics of the next phase. CTT, ICT, HR and

Property and Assets will continue to work together, with services to develop the detail and detailed business case

and plans.

5.13 It is assumed that detailed re-engineering of processes will occur in other corporate or service-based projects, with

WorkSmart picking up the opportunities that link to a reduced property estate.

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Methodology – High-level Summary

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6.1 There are a range of benefits experienced by other organisations through the delivery of such a programme which

are available to Hull City Council if the programme is delivered successfully; the nature of the benefits generally fall

under the following headings –

Reduced Corporate Estate - potentially reduce resources allocated to ‘building management’; reduce repairs and

maintenance pressures; reduce building running costs (MTFP targets of £300k in 18/19, £450k in 19/10 currently

sought); capital receipts or commercial/strategic opportunities

Improved Staff Morale - potential to reduce absenteeism, improve staff retention; likely to increase productivity

Reputation - attractive employer; positive impact on IIP assessments; modern and capable public image.

6.2 The table overleaf provides an initial indication of the magnitude of the financial benefits that have been highlighted

through consultation, taking into account guidance on current pressures and arrangements around property related

costs, commitments and targets. The level of saving is dependent on the degree to which Hull City Council wants to

embed the cultural change required.

6.3 The scope of the WorkSmart Programme includes all Council Services, but at present he savings are only modelled

on a percentage of office type accommodation and not bespoke building such as depots.

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6. The Benefits

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Outline of Initial Engagement

During September and October the WorkSmart Team attempted to engage with every team across the Council.

Understandably this was a difficult task in some respects given competing priorities. However, overall the team were able to

glean initial insight in all service areas to inform the potential way forward at this stage.

Following the initial engagement with Service Areas the team were able to begin the process of exploring new working

practices supported by ICT equipment, and gauge in most cases an initial estimate of reduced desk usage. Much more

detailed work and further engagement is required, but initial investigations have proved very positive.

Appendix A highlights, per service, the type of information gathered in each service. In all cases further work will seek to

understand how productivity and staff morale can be improved by working differently and as a financial side benefit understand

the possible desk to person ratios that could be implemented to allow the Council to save unnecessary building costs.

Summary of Feedback

Initial conservative estimates from the first round of engagement with services identified approx. 600 desks* that could be

made available following the rollout of WorkSmart. Knowledge of current office layouts, estimated current usage, service teams

yet to be explored and opportunities to change desk sizes to allow more to be accommodated, where sensible, suggests

another 10% to 20% capacity could be achieved (possibly more).

*The figures do not account for the desks made available by the Neighbourhoods and Housing Pilot Project which is self-contained under the associated

HRA funded project.

Logistics and permutations of relocations will clearly have a huge bearing on the feasibility of maximising the opportunity

presented by desk use reductions.

Potential Desk AvailabilityInitial feedback from Services on the potential to ‘free-up’ desks through ‘smarter working’.

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6.4 WorkSmart aims to add value to the organisation, providing an opportunity for staff to work more flexibly using

technology to meet their customers’ and colleagues’ needs in a way that enables them to be as productive as

possible and achieve a better balance between work and home life.

6.5 In the recent (2014) ‘Value Hull Staff Survey’ when asked what is important, staff responses included -

• I would be willing to work from home – 71.9% agreed with this statement

• I don't mind where my work is located - 57.7% agreed with this statement

6.6 Improved Staff Morale has been reported at by other organisations. This can lead to -

• potential to reduce absenteeism

• improve staff retention

• likely to increase productivity

6.7 Reputational value has also been reported in terms of -

• attractive employer

• positive impact on IIP assessments

• modern and capable public image

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Non-cashable Benefits

6.11 Such value adding benefits are difficult to monetise but the following research appears to support there being some

worth -

• Productivity - reported to improve through flexible working (for example, British Telecom proved that productivity of flexible

workers increased by 30%) WorkSmart has applied just 1-5% to the current scope of workers, more could be achieved.

• Motivation - A CIPD report on ‘Flexible working provision and uptake’ in 2012 found that 72% of the employers surveyed

believed that implementing flexible working practices had a positive impact on staff engagement and 73% felt that it had a

positive impact on employee motivation. 79% of employees agree or strongly agree that they achieve the right balance

between their work and home lives.

• Sickness absence - reductions reported; for example, a recent UNISON survey showed that sickness reduced from 12% to

2% amongst those that worked flexibly. According to the 2016 report ‘Agile Working and Wellbeing’ by The Princes

Responsible Business Network, agile workers can better manage their physical health; adapting their hours and location so

they can go to the gym or attend doctor’s appointments 67% of those who have tried agile working feel it has enhanced their

job satisfaction.

• Staff retention /talent pool - valued and talented workers are retained, reducing recruitment costs; for example, the

recruitment process can be costly taking many hours to recruit employees and it takes time for new employees to learn the

job so at first they will not be as productive. The talent pool from which organisations recruit becomes larger – for example,

people who can only work part time or non-traditional hours can be just as valuable or talented as the traditional 9 to 5

cohort. Replacing staff that leave is a costly process for employers. The CIPD estimate that the average cost of recruitment

per ‘services’ employee is £2,000 to £5,000.

• Investing in our People - using new technology gives an opportunity to upskill our workforce on mobile devices and could

contribute to IIP accreditation through the ways in which we invest and support our staff who in turn feel valued because it

can show that managers are considering their needs and trusting them to deliver.

6.12 The table overleaf suggests some potential value. The team are by no means suggesting these figures should be

considered for the MTFP, but they do provide ‘food for thought’ and the added value should not be overlooked.

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Adding Value to the Organisation

2020202020202020202020

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ScenariosPotential benefits

over 10 years

5% productivity - £13.5m

(5% of circa 1,500 ICT users to be enabled equals equivalent of 75 FTE gained, multiplied by top

of Grade 4 with no on-costs, gives circa £1.35m per annum value, then multiplied by 10 years)

10% reduction in sickness - £5m

(Recent estimated cost of sickness for HCC is circa £5m per annum, a 10% reduction gives a

value of £500k per annum, multiplied by 10 years)

Potential Value to the Organisation

212121212121212121212121

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7.1 Despite the scale and cross-cutting nature of the programme, and providing access is given to service staff to

ensure the change process and associated requirements are informed and shaped by the ‘business’, there shouldn’t

be a significant investment in resource required.

7.2 Change resource – the CTT Business Change Team has been able to commit a maximum of 1.5 FTE at any one

time to the programme so far, plus a Programme Manager, given other pressures on the team. The development of

the detail, via further project level business cases and their subsequent implementation, will require more change

and project management input than is presently available, particularly given the magnitude of the behavioural and

technological improvements. Therefore we would seek to appoint an additional Grade 10 Business Change Officer

and Grade 8 Project Officer for a fixed term of 12 months to kick start the programme. The posts would provide

support to services and also assist the co-ordination of the deployment of new technology. This will be a significant

undertaking, securing the advice and procurement and build services that ICT will be able to provide. This OBC

seeks to fund a modern apprentice (MA), as there is an excellent opportunity to base a one within the CTT Business

Change Team to develop a range of valuable skills for the modern workplace.

7.3 ICT resource: 4 x FTE (1x G8, 2 x G6 and 1 x G3). This resource will be required above and beyond the current

proposed structure to support the significant shift to mobile-based as opposed to desk-based devices given the

elevated complications and urgency of resolution of issues. In addition, a continuation of the input provided by ICT

Business Partners to date will be required, as well as other staff as part of their day to day developmental roles. This

will be infrequent and planned in advance. Additional significant undertakings will be submitted to PAPPA as

required.

7.4 Access to Property & Assets expertise: A continuation of the input provided by Property and Assets to date, co-

ordinated by the current nominated lead officer.

7.5 Access to HR expertise: A continuation of the input provided by HR colleagues.

7.6 Service staff input: There is no escaping the fact that, despite the plethora of change activity currently in train, if

we are to be successful with WorkSmart then it will require input from service staff to guide the nature of

improvements. For a selected few there will also be a need to be involved in the governance process as Programme

Board members as representatives of the ‘business’. We envisage one senior officer per Directorate, with one

Programme Board per month.

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7. Resource Requirements

22222222222222222222222222

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8.1 The Programme will be governed under a Programme Board held monthly, reporting through to CST via the monthly

monitoring process managed by the PMO within the Corporate Transformation Team.

8.2 The Programme Board will be chaired by the Director nominated as the representative of CST (i.e. the

Sponsoring Group) with the nominated City Manager as Senior Responsible Owner (SRO) as well as vice chair. The

Director may wish to devolve chairmanship to the SRO and attend the Programme Board as and when required, for

instance at certain gateway reviews and the end of phases, or to resolve significant issues encountered.

8.3 The Programme Board will receive monthly highlight reports, involving progress against programme plan, issues,

risks and decision needed. The Board will seek to resolve issues as far as its remit allows, and direct escalation

when required. This will be a standing item on the agenda, accompanied by special items as required, such as more

in-depth discussion on work with services or corporate projects within the WorkSmart scope.

8.4 The Board will be devolved the responsibility for approving spends against the allocated programme budget,

residing over business cases submitted for this purpose, as well as the programme’s change control process.

8.5 The Board will have representation from each Directorate to ensure the ‘voice’ of the business is present.

8.6 A representative of each of the key enabling services will also be required, namely ICT, HR and Property and

Assets.

8.7 The Programme Manager from CTT will attend to present the regular Highlight reports and any other

appropriate items. Support for the Board will also be sourced from CTT with the leading Business

Change Officer assigned to WorkSmart capturing decisions and actions.

8.8 Full ‘Terms of Reference’ for the Programme Board will be developed once the WorkSmart Programme is

approved.

8.9 The diagram overleaf provides a view of the suggested Programme Board membership and reporting lines.

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8. Governance Framework

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WorkSmart Programme

CST

(Transformational Oversight &

Sponsoring Group)

WorkSmart Programme Board

Deputy Chair and SRO (Andy Brown)

Programme Manager (Darren Dawson)

Key Enabling Services: ICT (Rich Barker & Jason Gould) Assets and Property (Nick Howbridge) HR (TBD)

Business Representation: One CM/ACM per Directorate

Project B Project C Project D Project E

Strategic Steer and Support

Role of Board Summary:

Corporate Enablers

Agreed/Informed

Work Smart Corporate

Budget Approvals

Overview of Project

Outputs

General two-way

informing

Director: Dave Bell

(Lead Officer from

Sponsoring Group:

CST and Chair)


Exact personnel to be agreed,

suggestions included below for

discussion.

Project A

Phase 1

Phase 2

Phase 3

Phase 4

Phase 5

Co-ordination of reporting to the Board and recording of decisions resourced by CTT

2424242424242424242424242424

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(Exact personnel to be agreed, suggestions included below for discussion)


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• The team will take on board lessons learnt from previous Council change and transformation programmes.

• Identify key stakeholders and engage appropriately.

• Identify key messages to the identified stakeholders both corporately and per service area.

• Use trusted communications tools to deliver key messages.

• Devise a phased approach per service area to deliver relevant key messages

• Utilise the expertise in CTT, which has links in to the Media and Marketing Team, to seek advice on communicating

• The team will seek to maximise the level of staff buy-in and opportunities to improve productivity and efficiency .

• The new ways of working will vary due to the different processes that exist within the different Council service areas.

• Change Impact Assessments will be undertaken for each service area.

• Change Impact Assessments will assist in informing the specific requirements of change.

• A network of change agents or representatives will hopefully be established in each service area.

• Consideration will be given to current change programmes already in-train to co-ordinate efforts.

Communication

&

Engagement

Change

Management

Phasing

of

Comms

The following diagram outlines the way in which the necessary behavioural and cultural change will be facilitated across the

Council in order to achieve the key objectives of the WorkSmart programme via a robust communications and engagement plan.

It is crucial that services influence and shape the programme in order to deliver the maximum benefit and to ensure investments

are fit for purpose and timely.

Phase one

Introduction to WorkSmart

including: background,

reasons for implementing

expected outcomes /

benefits how it will be

delivered, by who and within

what period = OBC

Phase two

Initial phase to progress,

whilst further information

gathered for later phases;

comms to include: case

studies / good news /

experience stories /

advocacy

Phase three

Continue to share

planned roll out;

message back

feedback and respond

Phase four

Benefits realisation

shared; issues and

lessons learnt

shared; evaluate and

review progress

252525252525252525252525252525

25

9. Comms & Engagement - Methodology25

Comms & Engagement Strategy

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26

26

Rather than deploy a

regimented, traditional

comms plan which

schedules periodic comms

to certain parties via certain

means, the team are

adopting a more agile

approach. The diagram

shows all points of

engagement that will be

used as and when it is

beneficial to do and will add

value to the recipient, as

well as the programme

itself.

‘Comms and Engagement’

is part the core of the

programme and therefore

these methods of engaging

will be assessed regularly,

along with the stakeholder

analysis, to ensure

messages are being shared

when needed. Advice on

deployment of this, and

message content, will be

provided by the

Engagement Officer in CTT.

10.1 The costs are made up of a combination of ICT, Property, Training and Change and Programme Management

elements at present.

10.2 ICT costs mainly include hardware such as mobile devices, docking station and servers. Based on

feedback from initial service engagement, thus far, and from ICT that mobile’ hardware will generally have a 5

year lifespan, costs have been calculated to include for one round of replacement devices. This is because there is

currently a limited replacement budget in ICT.

10.3 Property costs are very difficult to be determine at this stage. It will require in-depth consultation with

services and design work where required. Significant investment in several buildings, that are most likely to be

retained, has already occurred or been secured. Therefore, any investment above and beyond that already funded

from the Council’s Capital Budget or from already assigned capital receipts that can not be covered by the additional

budget included in this programme will need to be reviewed.

10.4 Training will be determined once the nature of changes and the associated readiness of different teams is fully

understood. The amount allowed is significant and the team will work with HR to find cost-effective means of

delivery.

10.5 Change and Programme Management resource is currently ‘thin’. This is a complex and cross-cutting undertaking

that will require additional support for not just the business but also the key delivery services above. This why a

senior level change officer at G10, supported by another G8, has been included for 12 months, bringing the central

change team resource to the equivalent of 3 FTE. This team will lead on service engagement, analysis of

feedback, planning with the key delivery agents, project managing corporate project and the overall programme,

programme communications and assisting with benefits realisation, to name some responsibilities.

10.6 In one case there is currently reported a revenue implication and this relates to ICT resource to support a shift to

more mobile devices. The figure included reflects the resource described in section 7.

10.7 The table overleaf provides an overview of costs. This is followed by further information around device

requirements, how they have been costed up and how they relate to the ‘worker types’ suggested by

services.

27

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27

10. Costs Overview

Item(s)

Cost to cover

for 10 year

period (£’000)

Notes

Capital

ICT Hardware £3,200 See notes in previous slide

Property works, furniture and

relocation costs

£1,000 See notes in previous slide

Training £100 See notes in previous slide

Programme Staff £100 See notes in previous slide

Sub Total £4,400

Existing Budget £400 Budgeted under the Customer Programme. Housing Colleagues are also

looking to invest £250k from the HRA to enable their teams.

Property & Assets Unknown Potential Capital Receipt Surplus (TBD). Proportion of budget allowed in

current property related business cases, plus relevant capital receipts.

Total ( at present) £4m

Revenue

ICT Resource £120k per

annum

See notes in previous slide

28

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28

Cost Summary(The costs have been calculated to sustain the intended changes for the next 10 years)

Proposed OptionHigh Cost Tablets & Laptops

50:50 Split on Worker Type

Equipment -

• 750 x High End @ £1350 each for some ‘Field

Worker’ type

• 750 x Mid Range Laptops @ £600 each for all others

staff.

• 2 x All devices (10 Year replacement programme)

• £300k allowance for docking units.

Total Cost: £3.2m

This option at present is seen as the most likely scenario

as advised by ICT colleagues. However, this is only an

estimate and requires further detail to be captured.

Potential Alternative ALow Cost Tablets & Laptops

Straight Worker Type Split

Equipment -

• 1187 x Mid Range Laptops @ £600 each for ‘Field

Worker’ type

• 313 x Low End Laptops @ £350 each for

‘Occasional Homeworkers/Anywhere’ type


• £300k allowance for docking units.

Total Cost: £1.94m

This option informs how flexible working could be rolled

on a budget if higher end devices avoided. However, on

present advice this is unlikely.

Potential Alternative B1:3 Spilt of High End Tablets & Laptop for

Field Workers and Low End for Others

Equipment -

• 890 x Low End Tablets @ £350 each for 75% of

‘Field Worker’ type

• 297 x High End Tablets @ £1350 each for 25% of

‘Field Worker’ type

• 313 x Mid Range Laptops @ £600 each for

‘Occasional Homeworkers/Anywhere’ types


Total Cost: £2.1m

This option is the target, but not at the expense of

appropriately equipping staff, hence why it is not the

proposed option for planning purposes.

The programme will require an initial investment in a set number of devices to cater for the requirements of each service area that has been identified to

have a need for shifting worker types. With the majority of worker types falling under the ‘Field Worker’ category, it will be important to provide devices that

are ideal for use by this group, such as the smart tablets (fitted with keyboards and have ability to dock at an office touchdown workstation). Laptops are of

a standard specification but we have the option to provide smart tablets at a lower cost or a high end (technically capable) option.

As advised by ICT services, we will require investment to purchase replacement devices for use after five years, meaning our outlay will cover a 10 year

period of usage.

Mid Range

Laptop

• Mobile

• Mousepad

• Bigger keyboard

• Mid range cost

• Dock required

Cost: £600

Lower End.

Tablet

• Mobile

• Lower spec

• Smaller screen

• 4G potential

• Low cost

• Dock Included

Cost: £350

High End Tablet

• Mobile

• Lightweight

• High spec

• 4G potential

• High cost

• Dock required

Cost: £1,350

Proposed IT Investment Equipment Options

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29

29

Occ Homeworker (or Anywhere)

Human Resources – 21

Major Projects – 45

Media & Marketing – 15

Customer Experience Team – 15

Corporate Transformation Team – 4

Procurement – 11

Public Health – 10

Property & Assets – 10

Planning – 20

ICT – 30

Customer Programme – 6

Partnerships – 4

Field Worker

Children’s, Young People and Family Services – 601

Public Protection – 71

Adult Social Care – 350

Outline proposal

The proposal currently equates to 1,500 new devices to allow for those ICT users identified as appropriate for a full transition to

the ‘Field Worker’ and ‘Occasional Homeworker/Anywhere’ worker types. Requirements breakdown as follows:

• 1,022 - ‘Field Worker’

• 204 - ‘Occasional Homeworker/Anywhere’

• 124 - to cover anticipated outstanding opportunities, to be picked up through ongoing engagement with services

• 150 - a 10% stock allowance, as recommended by ICT, to enable swift turnaround of replacements for staff allocated with

mobile devices

For costing purposes the 124 devices to cover outstanding opportunities have been distributed between the worker types. Future

engagement work will enable us to create a complete map of ICT worker types. This will allow the future shifts in work types to

be monitored as the programme moves forward and ensure the provision desktops is correct also.

NB: The breakdown included below includes working totals based on the initial feedback from each service area. We expect

these to be refined as we continue our engagement process. There are a number of services that do not feature within the

breakdown for which further discussions are required as the present position suggests no devices are needed. These are

estimations based on feedback thus far and are yet to be fully explored and agreed with each service area. However, they

provide a useful insight at this stage.

303030303030303030303030303030303030

30

Proposed ICT Investment (per worker type and service)How the (circa) £3.2m investment breaks down

30

LW - Lone Worker

• Mobile setup

• Contact device for safety

A - Anywhere

• Mobile setup

• Can touchdown anywhere

O2O - Office to Office

• Guaranteed desktop in

multiple locations

HW - Homeworker

• Full time homeworker

• Desktop setup

OHW - Occ Homeworker

• Mobile setup

• Can touchdown anywhere

CD - Counter/Desk-based

• Desktop based

• Occupies desk part of time

DP - Desk-based (Pooled)

• Desktop based

• Desk shares

D- Desk-based

• Desktop based

• Own desk

FW - Field Worker

• Mobile setup

• Role-specific device

C- Counter-based

• Desktop based

• Occupies counter only

The costs for ICT devices included within the WorkSmart Programme OBC cover instances where a new mobile device is

needed to enable more flexible working arrangements. As engagement develops we will also capture where there is no change,

or a potential reduction in desktop needs, to provide a complete overview of all ICT in use across each service/team. Work to

date has also highlighted a potential to redefine the current definitions of how workers are described in terms of ICT needs. For

example, the ‘Occasional Homeworker’ and ‘Anywhere’ worker types share enough characteristics to combine the definition as

one role, as equipment and required support would be comparable. Similarly, we need to work in to the definitions how the

worker types might impact on desk usage ratios.

We have previously highlighted ‘Field Workers’ and ‘Anywhere’ workers as they account for the investment needed. Below is the

full set of ‘worker types’ currently in use which can be used to provide a full breakdown of the ‘working nature’ of all team

members.

ICT User Types and Their Impact on Desk Sharing Ratios

Research shows certain ‘worker types’ lend themselves more readily to flexible working as illustrated in the diagram below:

1:1 8:10 7:10 Desk Ratio 2:1 Full Time Homeworker

OHW A LW FW HWDPCDD

C O2O

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31

Worker Types (To inform ICT hardware requirements)

31

11.1 A number of high level assumptions have been made whilst developing the outline business case -

• The organisation is committed to delivering the objectives of WorkSmart and appropriate leadership will be

demonstrated.

• Process changes will be largely covered in other projects and programmes with WorkSmart assisting with

working arrangements and office environment elements.

• Business Cases that require mobile devices to secure savings and/or involve property savings within the benefits

should include budget to acquire such devices, relocate staff and improve offices.

• Managers and staff are capable of being developed where necessary to work differently.

• We have the capabilities to manage this programme in-house.

• The financial savings from the reduction in property are not included in other business cases.

• That the move to WorkSmart principles is the right direction for the organisation to take and will benefit services

as oppose to being detrimental.

• That any increase in productivity and/or reduction in absenteeism and/or staff turnover, as a result of WorkSmart,

will be used to underpin and strengthen other savings programmes and therefore there are no related FTE

savings within this OBC.

32

We value our people

We want to

increase productivity

We are open to new ideas

Savings from property beats

savings from people

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32

11. Assumptions

‘Mobile devices do not match expectation of

services/users (e.g. battery life, connectivity,

performance)’

Impact: 3 x Likelihood: 2 = Risk Score: 6Action Treatment: Manage service/user needs through effective

business change techniques

‘Service areas struggle to deliver BAU while getting

used to new processes/equipment/working practices’

Impact: 4 x Likelihood: 2 = Risk Score: 8Action Treatment: Ensure service areas devise robust exit and migration

plans to phase team changeovers and reduce service delivery impact

‘Users are not prepared for new working practices nor

trained sufficiently to operate new devices and require

ongoing support’

Impact: 4 x Likelihood: 3 = Risk Score: 12Action Treatment: Assess training packages and include in

implementation plans and BAU accordingly

‘Insufficient ICT resource to implement service

changes (e.g. procurement, configuration, distribution,

user support)’

Impact: 4 x Likelihood: 5 = Risk Score: 20Action Treatment: Recruit additional ICT service resource and develop

a strategy to support ongoing working practices

‘Colleagues resisting change (e.g. working culture,

mobile/flexible working)’

Impact: 3 x Likelihood: 4 = Risk Score: 12Action Treatment: Ensure that an effective communications plan is

employed and staff are involved in shaping changes

‘Deployment timescales for ICT equipment is

unsustainable which affects service change and causes

project slippage’

Impact: 4 x Likelihood: 4 = Risk Score: 16Action Treatment: Ensure that timescales are realistic by working with

ICT to advise realistic targets or seek external input

A ‘Risk and Issues Register’ has been created to track the risks and issues associated with WorkSmart. This will be updated and

reviewed accordingly as the programme moves forward, paying close attention to the mitigating work to ensure the identified risks

and issues are managed accordingly.

Below are the six main risks which have been highlighted by the RAG status assigned to them. At present, due to the programme

not being live, there are currently no issues to report.

12. Risks and Issues

33333333333333333333333333333333333333

33

33

34

Below is an overview of the data and potential requirements and opportunities across services engaged with during the

development of the Outline Business Case.

The summary for each service shows how data has been used to infer potential future ICT needs and the potential to free-up

desks, both quantitative and qualitative.

Some of the data has been taken from Council systems, which may in themselves not be 100% accurate.

The intention is to work closely with services to refine the data-sets and analysis of need,

before any commitments are made, therefore the information at this stage serves to

inform an overall investment envelope and ROI that the organisation can move forward

with in order to commit to more detailed work.

13. Appendix A

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34

Profiles for Each Service Groupings

Adult Social Care (Social Workers)

Current status

Service area staff - 866

• Social Workers: 350

• Requiring further information : 516

Current locations

• Warehouse 8

• Brunswick House

• Netherhall

• Various other locations across city

Current desk ratio - 1:1

Roles and work requirements

• There is an aspiration for Social Workers

to spend a significant proportion of their

time in the field.

We weren’t able to get any desk to person

usage stats during the initial engagement due

to the competing pressures of the ASC

Transformation Programme.

We have worked closely however with

officers in the team who have suggested that

with the appropriate devices and support a

significant reduction in desk usage could be

achieved.

We have concentrated on social workers

given their nature of work, but there is scope

for some other staff to be included later.

Outline proposal

The service area is currently undergoing a significant Transformation Programme

to deliver a new operating model, as well as having been involved in a number of

buildings relocation projects, most notably moving from Brunswick House to

Warehouse 8.

There is definitely an appetite to embrace the principles of WorkSmart and make

best use of their occupied spaces and further work will provide the information and

insight needed moving forward.

There is a commitment for Social Workers to move to flexible working practices

and using mobile devices to support their important ‘Field Work’. Their roles would

benefit enormously from being able to access data/scheduling on location without

being tied by travelling to and from a fixed desktop location. Benefits to the

customer are also possible given the ability to stay in the field and spend less time

travelling and more time on caseload.

As intended with all services, further work will be conducted once/if the WorkSmart

Programme is approved.

Proposed initial equipment investment

• Estimated number of laptops/tablets required to equip all potential

Mobile Workers: 350

Potential desk utilisation

• Initial recommended Staff to Desks ratio: 10:7 with potential to go

further - Potential number of desks made available: 105 - 175

353535353535353535353535353535353535353535

35

35

36

City Economy

Current status


• Economic Inclusion: 8

• Strategic Programmes: 10

• Strategic Delivery and Partnerships: 8

• Youth Enterprise: 8

Current locations

• Guildhall

• Central Library

• The Lowgate Centre


• Potential for desk sharing amongst

Programme Officers

• Further engagement required to identify

potential savings in other teams


• Programme Officers are already using HP

Tablets to enable mobile working but desk

usage is still over 50% of working time

• Average desk usage is 75-100% across

the service area

Outline proposal

Further engagement will need to be carried out with the service area to identify the

potential savings within the multiple locations they are currently occupying.

The 4 Programme Officers working within the service area are all equipped with

HP Tablets to enable mobile working, but still have Desktop PCs and are working

1:1. They have also been identified by the service area as ‘Desk-based’ Workers

so there is scope to encourage them to move to being ‘Occasional

Homeworker/Anywhere’ Workers to create desk spaces.


• Number of laptops/tablets required to equip all Mobile Workers: N/A


• Initial recommended Staff to Desks ratio: N/A

• Potential number of desks made available: N/A

363636363636363636363636363636363636363636

36

37

Customer Programme & Transformation Team

Current status


• Corporate Transformation Team: 18

• Customer and Digital Programme: 11

Current locations

• The Wilson Centre, 3nd Floor


• There are currently 8 desks unoccupied

• 4 small desks available for hot desking

• Potential to re-engineer space to

accommodate more staff (e.g. smaller

desks)


• Business Change Team are embedded

within service areas so desk usage

averages under 25%

• Analysts are ‘Desk-based’ workers

• Laptops for teams would allow flexible

working and transportation of work from

desks to meetings/presentations

• 50-75% average desk usage across the

service area

Outline proposal

The Corporate Transformation Team are predominantly working with mobile

devices (laptops) already but are operating at a 1:1 desk ratio. With the Business

Change team working much of their time on location it will be possible to reduce

desk usage by sharing.

This principal can be applied across the two teams, who work in proximity, who

can share a common area of hot desks which in turn aides the joined up working

of the service area.

The space they currently occupy in the Wilson Centre could be reconfigured with

smaller desks to allow for even further realisation of the building potential, opening

up the floor for use by other services in aide of collaboration.


• Number of laptops/tablets required to equip all Mobile Workers: 4


• Initial recommended Staff to Desks ratio: 1:1

• Potential number of desks made available: 16

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38

Customer Services

Current status


• Customer Services: 1

• Welfare Rights: 9

• Customer Experience Team: 15

Current locations

• Wilson Centre, 2nd Floor: Welfare Rights

and Customer Services

• Wilson Centre, 3rd Floor: CET


• Welfare Rights team occupy space with

storage

• CET have part time staff (2 days per week)

occupying their own desk


• Welfare Rights staff are predominantly

desk-based

• CET work from multiple locations to deliver

presentations/workshops/training


service area

Outline proposal

Staff within the Customer Experience would be able to embrace flexible working if

provided with mobile equipment due to the nature of their work in various locations

(e.g. Call Centre, Endeavour). By taking advantage of existing ICT technologies

(e.g. Telephone connectivity on laptop) staff would be able to work from anywhere

they could connect to the Council’s servers. A 1:1, 75-100% average desk usage

could therefore be reduced to free up space and allow for a 7:10 ratio for desk

sharing.

Though predominantly desk-based workers, the Welfare Rights team have the

potential to free up space though digitisation of files, desk size reduction and a

potential relocation within the Wilson Centre. The scope of this proposal is not

quantifiable at this stage of the project.



(CET)


• Initial recommended Staff to Desks ratio: 1:1 (WR) / 10:7 (CET)

• Potential number of desks made available: 3 (CET)

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39

Children’s Young People and Family Service

Current status

Service area staff approx. -

• Social Workers: 230

• Community Safety and Partnerships: 92

• Hull Youth Justice: 26

• Early Help and Commissioning: 154

• Localities: 540

Current locations

• Brunswick House

• Kenworthy House

• Children’s Centres


• 79 Lowgate is being renovated to

accommodate some CYPFS services and

will require a desk sharing to effectively

use the building


• Service area is pending a restructure and

is key to embrace the principles of mobile

working moving forward

• Savings are estimated in line with

understanding of current requirements

however there is potential for greater gains

• Given the size and complexity of the area

we are conscious there are teams we may

not have yet covered and this will be

picked up in further engagement once the

programme is approved.

Outline proposal

The service area is experiencing a programme of change. This will include building

relocations, including a proposed move into 79 Lowgate, once refurbished, for

some staff from Brunswick House. Some initial engagement has taken place but

there is much more to complete in due course.

We will look to continue engage as needed to explore how the principles of

WorkSmart might be applied.

Initial engagement has indicated that there is scope to look to reduce desk usage

through appropriate flexible and mobile working. More detailed work is required .


• Number of laptops/tablets required to equip all Mobile Workers:

Potentially around 600 in total, subject to further work.


• Initial recommended Staff to Desks ratio: More work needs to be

done but somewhere around 10:7 in the first instance.

• Potential number of desks made available: 75 - 115 dependent on

opportunities (Social Workers) / 18 (Community Safety and

Partnerships) / 5 (Hull Youth Justice) / 46 (Early Help and

Commissioning) / 108 (Localities) – all numbers require further

evaluation as part of the next stage of engagement.

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39

39

40

Finance

Current status


Current locations

• City Treasury



• All staff deemed to ‘Desk-based’ workers


service area

• Need to be challenged to embrace the

principles of WorkSmart and aide in better

utilising space within our buildings

Outline proposal

Further engagement with be required with the Finance team to encourage the

adoption of WorkSmart principles to realise savings from with the service area.

As with all service areas, there is potential to re-engineer space with smaller

furniture and touchdown/meeting pods to aide flexible working and realise the

building potential of their location.


• Number of laptops/tablets required to equip all Mobile Workers: N/A




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40

40

41

41

Human Resources

Current status


• HR: 28

• Shared Services: 79

• Learning and Development: 29

Current locations

• Treasury Building

• Guildhall, 2nd Floor

• Endeavour


• Occupy large spaces within the Guildhall

and City Treasury and use very large

desks


• Service area is predominantly desk-based

• Learning and Development staff could

benefit from mobile devices to use in

lessons

NB: We are awaiting the results of our initial

engagement with the Service Area. Until we

have received the relevant data in their

response, we have put forward a proposal

that is informed but conservative. A more

constructive and beneficial proposal will be

created once this information is received.

Outline proposal

We are still in discussions with HR to determine an initial proposal for how they

can adopt WorkSmart principles. The service area have stated that they are happy

with their current arrangements. We are looking to challenge this having seen

scope to enable them to work differently.

HR Schools Services have recently moved to new accommodation with the

understanding they would receive laptops to enable flexible working. This has not

come to fruition

The space that HR currently occupy in both the Guildhall and City Treasury could

be reconfigured (e.g. smaller desks/furniture) to allow for further realisation of the

building potential by creating more space for hot desks and alleviating the strain

on current limited meeting facilities.



(HR)


• Initial recommended Staff to Desks ratio: 10:8 (HR)

• Potential number of desks made available: 6 (HR)

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41

4242

Information Governance

Current status


• Information Governance: 5

• Customer Feedback: 2

• Members Support: 12

Current locations

• Guildhall, Ground Floor


• All staff are ‘Desk-based’ workers

• Potential to reconfigure space (e.g. smaller

desks) to make further room

• Scope for moving teams within Guildhall to

make better use of space


• Require a Guildhall location for proximity

to Members


service area

Outline proposal

Further engagement will be required with the Information Governance team to

discuss space requirements as there is potential, as with other services, to create

space within offices through the provision of smaller furniture and

touchdown/meeting pods.

This will also apply to their appetite for flexible working as currently there has been

no desire to change working practises to adopt any flexible practices in

accordance with WorkSmart.






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42

4343

Major Projects

Current status


• In post: 31

• Vacancies: 15

Current locations

• Guildhall

• Earle House


• Service area is to be potentially relocated

within the next two years and there is

opportunity to use principles of WorkSmart

to encourage flexible working


• All ‘Desk-based’ workers


service area








Outline proposal

There is currently a decision to be made about where Major Projects are to be

located and until then we are unable to completely scope how their location is able

to embrace WorkSmart principles.

We will instead look to prepare them for their new environment by implementing

flexible working practices and providing equipment to enable a predominantly

‘Desk-based’ workforce to move to ‘Occasional Homeworker/Anywhere’ workers.

There is still further engagement work to discuss regarding the Streetscene staff

that have been transferred to work under Major Projects and if they too can work

to the same principles.






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43

4444

Media and Marketing

Current status


• Head of Service: 1

• Media Team: 7

• Marketing Team: 7

Current locations

• Guildhall, C2a: Media Team

• Guildhall, CST Office: Marketing Team


• Marketing Team already pooling desks in

Guildhall CST Offices

• Media Team have extra desks and

meeting space within C2a


• Staff roles in both teams require office and

location based work

• Media staff are required to be available

24/7 to react to events within the city

• All staff require mobile devices for field

work, such as filming and editing

• Average desk usage is under 50% across

the service area

• Require space for private

conversations/meetings with high level

staff and members

Outline proposal

The two teams within Media and Marketing need mobile devices to embrace their

future model of working, with the Media Team requiring 24/7 access to HCC

systems. All staff from both teams have been identified as potential ‘Anywhere’

workers and they utilising desks for less than 50% of their working time.

There is opportunity to free up desks by providing appropriate mobile devices,

touchdown furniture (e.g. pod chairs) for private meetings and embracing flexible

working practices to allow for the teams to be located together within C2a in the

Guildhall.

Data Protection/Information sharing requirements prevent the team from sharing

locality with other Council services, reducing the need to push for a higher desk

sharing ratio.


• Number of laptops/tablets required to equip all Mobile Workers -15


• Initial recommended Staff to Desks ratio - 4:3

• Potential number of desks made available - 6 (Guildhall CST Office)

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44

4545

Neighbourhoods and Housing

Current status


• Warehouse 9 teams:

• Area-based teams : 256

• Homesearch and Homeless teams: 43

• Sheltered Housing and Lifeline teams: 15

Current locations

• Warehouse 9

• The Wilson Centre

• Treasury Building

• Housing Offices (Various)


• Service area has a mixture of mainly ‘Field

Worker’ and Desk-based Worker’ types

• Currently reconfiguring buildings and

space to relocate area-based staff into

central locations


• Digital Housing Project has been

underway for two years to procure mobile

devices for ‘Field Worker’ staff


service area

Outline proposal

Neighbourhoods and Housing are undertaking a pilot WorkSmart programme

which is being funded by HRA. Working with the Corporate Transformation Team,

the pilot will help inform future requirements for HR, IT and Buildings changes.

The service area have been running a programme, the Digital Housing Project, to

procure mobile devices for ‘Field Worker’ staff and this will continue alongside their

WorkSmart pilot.

A Document Management system, Info@Work, has also been procured to allow

for the digitisation of paper filing and archives which will be monitored closely to

see the impact this may have on utilisation of space and flexible working

processes.

Work space within Warehouse 9 is already being re-engineered to allow staff from

area-based locations to move in. This is in turn allowing for leases to be ended,

creating saving for the Buildings Optimisation Programme.

Potential Pilot programme numbers

• Staff to Desks ratio at Warehouse 9: 10:7

• Staff moving to type ‘Field Worker’ in initial rollout: 200

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45

4646

Partnerships

Current status


• City Manager: 1

• Team: 6

Current locations

• Guildhall, CST Office


• Individual desktop access requires the

team to have their own desks


• Research Analysts require dual screens to

aide working practices

• Require a pooled area of desks to be

located together for project/team work

• Guildhall location required to be close to

directors


service area

Outline proposal

Providing all of the team with laptops will allow for a decrease in desk usage and

the ability to desk share. Those requiring two screens for their roles can dock at

any desk and still have this feature via a laptop and monitor combination. Working

practices can also change to allow ease of transporting/presenting work

equipment.

Proposed hot desking areas within the Guildhall will enable staff to continue

working in the event of the team’s pool of desks being utilised. This will maintain

staff locality within the Guildhall and allow close proximity to their Podland locality

and those of directors.






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Planning

Current status


• Planning: 48

• Archaeologists: 38

• Admin: 5

Current locations

• Guildhall, 1st Floor

• The Wilson Centre, Meeting Room


• Archaeologists are not believed to

currently occupy desks

• Planning staff are all ‘Desk-based’ workers


• Archaeologists are ‘Field Workers’ needing

no access to desks

• Drop-in sessions for the public provided by

planning staff in The Wilson Centre

• 75-100% average desk usage across

Planning and Admin staff

• 0-25% average desk usage across

Archaeologists

Outline proposal

There is scope within Planning to support flexible working in a number of teams,

including Building Control and Development & Delivery. Providing mobile devices

to these teams would allow for desk sharing to be implemented in their Guildhall

workspaces.

Further engagement with the service area could highlight even more potential for

savings as the service area uses predominantly digital filing and data, providing

scope for ‘Occasional Homeworker/Anywhere’ worker types.

Having identified 38 Archaeologists within the service area who have been

identified as ‘Field Worker’ type, we need to further engage to determine their

current working ratios and equipment needs.






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Property and Assets

Current status


• Property: 7

• Post and Workflow: 30

• Strategic Services: 12

Current locations

• John Symons House

• Guildhall


• Potential to relocate staff from John

Symons House

• Potential to reconfigure space within the

Guildhall for future document

management/workflow projects



service area








Outline proposal

We have identified from initial engagement with the service area that there is

scope for staff within Property and Strategic Services to be provided with mobile

equipment to enable ‘Occasional Homeworker/Anywhere’ worker types to work

more productively.

This will free up desk space within the service and could potentially allow for

relocations as part of the larger WorkSmart/Buildings programme. Further

engagement with the service will be required to complete the scope of what can be

achieved.






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Public Health

Current status


• ACM & Programme Leads: 6

• Support Functions: 22

Current locations

• Warehouse 8, 1st Floor


• Recently relocated from Brunswick to

Warehouse 8 where opportunity to utilise

space with smaller desks would have

enabled desk sharing


• ACM and Programme Leads would benefit

from Mobile devices to aide ‘Occ

Homeworker/Anywhere’ style working from

multiple locations to time save

• Support functions are predominantly

‘Desk-based’ types


service area support functions

Outline proposal

The ACM and Programme Leads are looking to embrace flexible working

principles as their roles take them to multiple locations across the city. If equipped

with appropriate devices to work from, and communicate with, they could greatly

reduce their time spent occupying a desk which in turn would benefit their own

output by reducing travel times.

The service support function staff based within Warehouse 8 are all ‘Desk-based’

workers but, despite not being considered during their relocation, there may be

potential to reconfigure their current space (e.g. smaller desks) and employ desk

sharing policies due to staff working patterns.




• Initial recommended Staff to Desks ratio: 10:9 (Support Functions) /

2:1 (Programme Leads)


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Public Protection

Current status


• Environmental Regulation: 33

• Food Health and Safety: 17

• Licencing: 12

• Trading Standards:17

Current locations

• 33 Witham


• Service area are mainly type ‘Field

Worker’ so potential for desk sharing


• ‘Field Worker’ staff would be more

effective with appropriate mobile

equipment


service area








Outline proposal

While there is still engagement to be completed with the service area and the

extent of WorkSmart’s potential is to be realised, it has been identified that ‘Field

Worker’ staff have the potential to provide gains in this area. With a average desk

usage of 0-25%, yet predominantly working at 1:1 ratios, providing them with

mobile devices to enable flexible working could free up multiple desks within 33

Witham.

The bespoke location requirements of the service area (e.g. contamination stores)

limit their scope for any relocation but if space can be created within 33 Witham

there is great potential for more efficient use of this building.






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Streetscene

Current status


• Waste, Transport and Highways

Operations: 634

• Public Sector and Parking: 96

Current locations

• Stockholm Road

• Festival House


• Potential to rework Stockholm Road to

make more space available


• Mixture of ‘Field Workers’ and ‘Office-

based’ workers types

• ‘Field workers’ being equipped with

devices by Streetscene that are vehicle

specific

Outline proposal

The space currently occupied by Streetscene at Stockholm Road has the potential

to be reconfigured (e.g. smaller desks/touchdown furniture) to allow for even

further realisation of the building’s potential, opening up the floor for use by other

services in aide of collaboration (e.g. hot desks location for the east of the city).

However, the limited space for parking and poor transport links need to be

considered in order to allow for more staff to be based /drop in.

Festival House has the potential to be re-developed to provide further office space

for both Streetscene and other services. There is already vacant space in the

building that has potential for use as a hot desking environment, such as the

reception area.

When engagement is complete, it is envisaged that ‘Field Worker’ staff within the

building could be provided with appropriate equipment to reduce desk usage and

allow for desk sharing, creating even more space.





• Potential number of desks made available: 10 (Stockholm Road)

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Town Clerk Services - Committee Services

Current status


• Committee Services: 13

• Print Unit: 4

• Beadles: 2

Current locations

• Guildhall, 2nd Floor

• Treasury Print Room


• Print Unit have purpose-built, dedicated

space

• Beadles do not require a desk but need

access to schedule

• Committee Services occupy a large space

within the Guildhall and use large desks


• Committee Services are ‘Desk-based’

workers but attend meetings/presentations

regularly.

• Potential to benefit from ability to work

from any location and transport their work

where needed given appropriate system

changes.


service area.

Outline proposal

There is potential to re-engineer the space (e.g. smaller desks/touchdown

furniture) in the Guildhall that Committee Services currently occupy in order to

accommodate more staff but this will require further exploration with the staff.

As the service area have been designated as predominantly ‘Desk-based’ workers

there is currently not a lot of scope to provide mobile devices to enable flexible

working but the space does lend itself to potential improved use.

The scope has the potential to change in the future as the service are looking to

digitise their files/archives and once done, this may allow for staff to work more

flexibly and for roles to be re-classified as ‘Occasional Homeworker/Anywhere’

workers. This will be revisited as part of the WorkSmart Programme (if approved).


• Number of laptops/tablets required to equip all ‘Mobile Workers’: 0 at

present, with scope in the future.



• Potential number of extra desks made available: TBD, but at least 4

likely possible through creating additional capacity.

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Town Clerk Services - ICT

Current status


• ICT Operations: 60

• ICT Solutions: 22

Current locations

• Maritime Building


• Service area are in scope for relocation

and potential desk ratios will be taken into

account once a location has been selected


• The predominantly ‘Desk-based Worker’

staff will require reliable network access to

perform role.

• ‘Field Workers’ will benefit from mobile

equipment to engage with issues on

location.


service area.

• Further exploration around some

homeworkers in the future seen as

worthwhile.

Outline proposal

ICT are currently in the process of a service review and will require further

engagement when decisions have been made to determine the full extent of how

the service area can benefit from WorkSmart. They are also in scope for relocation

from the Maritime Building, so it will be important to consider flexible working

principles and desk sharing requirements for their future move and office design.

In the interim, ‘Field Worker’ types have been identified within the Service Area

and furnishing them with mobile devices to aide their roles would ready them for

the introduction of flexible working/desk sharing within the location they will be

moved to.

It is likely an improved person to desk ratio will be needed to make any proposed

relocation feasible.

As in all services, further work is required, but there is a suggestion of a slight

initial change in person to desk ration with a view to improving this over time.


• Number of laptops/tablets required to equip all ‘Mobile Workers’: 30




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Town Clerk Services – Legal Services

Current status


Current locations

• Guildhall, 3rd Floor


• The service occupies space that has

potential to be reconfigured (e.g. smaller

desks) to accommodate more staff.



service area

• A need to further explore how the service

can embrace the principles of WorkSmart

and utilise space more effectively.

Outline proposalLegal Services have adopted paperless working employing digital case

management and filing, cloud based shared document production, electronic

document signing and digital court bundle management (where agreed by the

Courts). Improving ICT infrastructure has potential to provide enhanced access to

their systems. Further engagement will hopefully provide the confidence to

maximise the opportunities and realise the benefits. The service area can

accommodate some of its staff operating as ‘Occasional Homeworker/Anywhere’

workers and court advocacy involves significant periods outside the office.

Ensuring ICT can support flexible working is key in all service areas, and

specifically here, access to systems was a concern.

It is appropriate to note that Legal Services originally occupied the entire 3rd Floor,

re-engineering of the space has been undertaken over the last 3 years, reducing

the space occupied by Legal Services to accommodate the Procurement Service,

the Electoral Service, Customer Feedback. There may be some potential to

further re-engineer the space currently used with areas to work quietly when

analysing detailed casework, taking them away from the office environment.


• Number of laptops/tablets required to equip all Mobile Workers: TBD


• Initial recommended Staff to Desks ratio: The aim is to work towards

an average of 10:7.

• Potential number of desks made available: TBD (at 10:7 it would

equate to approx. 14 desks)

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Town Clerk Services – Electoral, Land Charges and Support Services (and Customer Feedback)

Current status


Current locations



• The service occupies space that has

potential to be reconfigured (e.g. smaller

desks) to accommodate more staff



service area

• Need to further explore potential to

embrace the principles of WorkSmart and

achieve improved utilisation of space.

Outline proposal

Further engagement will take place with Electoral Services once approval for the

programme is given, following the appointment of the new service manager. The

teams operate from 3 offices, including open office space within the Guildhall. The

also make use of a meeting room on the third floor to manage the large volumes of

physical documents that they deal with.


• Number of laptops/tablets required to equip all Mobile Workers: The

Elections team retain a number of laptops and scanners which are

used both for elections and scanning documentation as part of

management of the current transition programme to paperless

working including the continuing application of Council document

retention periods


• Initial recommended Staff to Desks ratio: Further work required.

• Potential number of desks made available: Further work required (as

staff are desk based and a meeting room is presently utilised

consequent upon current capacity limitations this is unlikely)

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Town Clerk Services - Procurement

Current status


• Managers:7

• Officers: 6

• Apprentice: 1

Current locations



• Potential to reconfigure space with smaller

desks


• Roles would allow for ‘Occ

Homeworker/Anywhere’ type working


service area which could be reduced with

the ability to work anywhere

Outline proposal

As all staff have been identified as ‘Occasional Homeworker/Anywhere’ types and

with most of the service areas files having been digitised, we are looking to ensure

all of the team have access to a mobile device to enable flexible working within the

service area. This will in turn free up desk space within the Guildhall.

Further engagement would be required to determine how any re-configuration of

the workspace could benefit the programme, with the potential to create space for

hot desking or touchdown meeting space.






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Date post:	15-Apr-2022
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Outline Programme Business Case

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