Project N-Able JDH Refurbishment Terry Dailey Business Transformation Programme Manager

1. Project N-Able JDH RefurbishmentTerry DaileyBusiness Transformation Programme Manager

2. Dorset CC Terry Dailey - 20 yrs Programme, Project & Change Management Paint Magic Houses of Parliament GO7 / Cheltenham Essex County Council Environment Agency Devon CC Department of Transport Deliverables Management Consultants The Welsh Office OASiS

3. Introduction • Why we are here? • The JDH Refurbishment Project has changed • Significant differences in scope & emphasis • New timeline & new urgency • What WE would like to get out of today • Identify who will continue to work with us as we ‘start up’ • Get your input to the design of the programme • Ask for your commitment to the timescales • What we would like YOU to take away from today • An opportunity to get involved with the workstreams • A commitment to find joint solutions to problems • Assess where you think you will need help, advice & guidance • Key messages for your Heads of Service • Identify who else needs to be aware • Identify who else we need to involve

4. Background • Originally a Refurbishment / Upgrade Project • albeit a fairly complicated one • BUT we need to implement new ways of working at the same time as the refurbishment • Introduction of Mobile & Homeworking / ‘Follow me’ phones / Archiving and the loss of storage space • Scope Change • Oxford House • Other properties with early Break Clauses • Emphasis / Urgency / Timing Change • Few people have experience of managing in a recession / downturn • SR10 & Budget mean we need to save money on property asap • Timing is now the critical factor

5. Project Angel Three overlapping property programmes PAM will start the rationalisation process for Project Angel N-Able will pilot the technology for Project Angel N-Able will pilot new ways of working for both Project Angel & for PAM N-Able = JDH Refurbishment Property Asset Management Programme (PAM) N-Able will pilot the property consolidation process for PAM

6. Vision Statement for the programme • To provide NCC with a modern office environment at JDH that: • Enables improved efficiency to be realised through exploitation of our existing technology investment (e.g. N-Talk = Follow me phones, Martini, etc); • Enables improved utilisation of existing space through the drastic reduction of paper filing and replacement with a mix of a) electronic filing, and b) smart archiving • Enables improved utilisation of desk space by allocating jobs into one of four workstyle categories, which inform accommodation & ICT requirements • Enables improved staff productivity through the allocation of jobs to workstyles which support efficiency in that role, e.g. as ‘mobile and flexible workers’ who are able to work from any desk anywhere (initially only County Hall, JDH & Libraries, but will be every building) • Enables NCC to make significant early savings through the closures of Oxford House and other properties

7. Fred Bloggs • Half the time, I’m, out of the office with my clients • Every Friday, I make a provisional booking with the ‘Divisional PA’ for a desk in the hot desking area for the times I need it during the coming week (not always the same desk each time ) – if things change I can always amend the booking • When I do come in and get to the hot desking area, I check in with the ‘Divisional PA’, then I dial my code into the phone so it knows where I am & will route my calls and voicemail to me • Next I log in using Martini and check which of the printers in the hot desking area is the closest and set that as my default printer, then I get a cup of coffee and get started • I use Outlook to let my team know which desk I am occupying today, so if they need me they know where to come and find me • If I need to meet with other managers or my team, I have the choice of a table close to my desk for 1 – 2 – 1’s, a bookable meeting room for discrete discussions, or we could always go down to the canteen on the ground floor for a more open discussion • When I have finished my session, I log the phone out and close down my Martini session, and head off to see my clients • For team meetings, I work with the Divisional PA to ensure we don’t clash with other team meetings, where we either book a larger meeting room or, its often cost effective to go to either Knuston Hall or other training facilities outside town where there are no distractions, etc

8. Sarah Blaggs (Senior Manager) I share a PA with another 3 senior managers, and she manages the desk bookings for me and the team whenever they need to come into the office When I get to the desk that has been booked for me, I first log into the phone system with my ‘follow me’ id code, then I get my pedestal with my working papers When I connect my laptop to the docking station, I need to select the default printer in that location Next , I log into the ‘chat’ system so I can see the rest of the team come on line, and it helps me connect with those working from libraries or at other NCC or CCC locations When I have finished with my working papers, I file the relevant documents on sharepoint then put the paper copies out for shredding During the day I use the open plan office area for small meetings of 2 or 3 people, but I can also book meeting rooms for larger meetings, or interview rooms for confidential discussions

9. Judy Bluggs I have no fixed desk, so I book my desk through the Divisional PA I wasn’t expecting to be coming into an office today so had not booked a desk in the building where my team often gather and where I normally keep my pedestal When I arrived, I checked with Divisional PA which desk was available, and was offered the option to have a desk NOW on the ground floor OR to wait 10 minutes for a desk to be freed up close to my Division’s PA who incidentally occupies the only fixed desk in that area. I should have phoned ahead, but decided to wait for 10 minutes because that gave me the opportunity to catch up with both my team leaders and the Divisional PA Once the desk is available, I enter my ‘follow me’ code into the phone so that the system knows where to route my calls, retrieve my pedestal, and log into Martini

10. Constituent Workstreams • Decant / Refurbish / Recant • Remove offices / Paint / New cabling & Phones • Workstyle / Working Patterns Segmentation • Defines desking format • Defines technology requirement • Implement Hot Desking, flexible,mobile and home working • Exploit N-Talk & Martini • Implement archiving solution / clear desk policy • Exploit then close out Oxford House • Cash Savings • Close out other properties if possible • Cash savings • MFD machines • Cash Savings

11. Fixed Office Flexible in Building Mobile Home Worker NCC Workstyles An employee is permanently based in an office location. (They might occasionally work from home or at other sites e.g. other NCC offices, but this is infrequent.) An employee has no fixed workspace within their main area of work. People who spend most of their time working in the office although may frequently be away from their desk attending meetings. (They might occasionally work from home or at other sites e.g. other NCC offices, but this is infrequent.) An employee can work from variety of locations. They spend at least 50% of their time working away from a work base at other sites e.g. customer sites, other NCC offices or working on the move/from home. An employee who works predominantly from home. When an employee carries out most of their work activity at home (and contractually home becomes their work base). They may occasionally visit the office (e.g. twice a week) for meetings etc.

12. Example of NCC Workstyle Technology Profiles

13. Rework ownership & use of MFDs • Reduction in number of MFDs & allocation of real costs • JDH has 29 MFDs & needs only 10 • Move to fewer, larger (more reliable) MFDs • Consolidate across JDH, Oxford House & other properties • Move to Communal Use of MFDs • Not owned by individual sections • Section codes for cost allocation • Elimination of printing mail shots from individual MFDs • It’s not cost effective • Eliminates paper stocks AND warehousing space • Should be a Print Shop task

14. Paper-Light Ways of Working • One third of the general floor space on Ground & First Floor of JDH is storage – mainly paper storage • We need to reclaim this space! • Long term vision is for us to manage with electronic files and virtually no paper • We need to design the changes that will help us move towards a paper light environment – we specifically need your help in this endeavour • There will be little or no paper storage available either in the: • Decant areas (5/6 weeks at a time) • Final desking areas • (no pressure then!)

15. HR / OD Development • Provision of awareness, training, coaching & mentoring for a combination of: • N-Talk • Hot Desking / Flexible, Mobile & Home Working • Clear Desk policies (e.g. How to ensure a successful implementation) • Time / Space Management for improved productivity • How to manage remote workers • Electronic & Paper Filing Plans • Archiving Policy and practices • Information Management / Coding • Search & Retrieval of Archived Files

16. WIIFM • New management capabilities: • Continue development of management by outputs or outcomes & not managing by eyeball • Modern ways of working • ‘Follow me’ phones • Martini – log on anywhere • The more we ‘sweat’ our assets... • The more we can protect front line services

17. Key Issues to overcome • Time is of the essence • How can we rebalance the mix of days worked and assets supporting them, i.e. Empty desk Fridays, etc? • How and when should managers run team meetings (day of week & where / how)

18. What can you do? • Create awareness amongst your teams / sections / Directorates, etc • Talk to your teams (Slides available) • Invite me to present to your group • Tell us who else we need to talk to • Spread the word • Management Group already being consulted • Workstyle definitions • Understand & debate the implications • Join a specific working group • Paper-lite / Archiving • MFDs

19. Have you any Questions for me?