Workplace 2.0 Public Servants Working Smarter, Greener, Healthier

1. Workplace 2.0Public Servants Working Smarter, Greener, Healthier Background Information for The Workplace Network 2011 Workshop September, 2011 Washington, D.C.

2. Overview Our Story Workplace Policies and Standards Issues Across Government The Workplace as a Catalyst Our Approach – Workplace 2.0 Principles of Workplace 2.0 Pillars of Workplace 2.0 and proposed approaches Monitoring What Works Pilot Projects Maturity Continuum Metrics and Research Issues and Challenges Paybacks and Moving Forward Examples of Workplace Designs

3. 110 Client departments and agencies 265,000 Employees accommodated in PWGSC space 1843 Locations across Canada (350 owned/1440 leased) 347 Locations in National Capital Area 7,150,000 m² Rentable space (87% office space) $5,900,000,000 Market value of Crown owned 2,091 Leases at a annual cost of $1,111,000,000 (2010) Approximately $150,000,000 invested in fit-up of space annually 53 BOMA certified green buildings (62% of Crown-owned) Our Story – The size and scope of our business!

4. A wide range of policies, including accessibility and occupational health and safety requirements direct Real Property activities. Key policies for workplace standards include: Office Accommodation Framework - specifies overall space allocation for general purpose office space: Workstations and enclosed offices + support space + circulation = current maximum allocation of 18m2/person (193 ft2/person) Fit-up Standards – provides for a consistent level of service and ensures prudent investment in office accommodation, and specifies: midrange quality of components and finishes - "bundle of goods" office and support space allocations funding accountabilities Sustainable Development Strategy: LEED Gold for new buildings, silver for major renovations As of April 2012, LEED CI silver or equivalent for interior fit-ups and re-fits over 1000m2 (10,736ft2) Workplace Policies and Standards

5. 2nd or 3rd highest cost in departmental budgets Accountability for accommodation shared with client departments PWGSC pays for rent, fit-up, maintenance; clients pay for furnishings, security and telecommunications Client departments have funding pressures Churn rate estimated at 30% per annum Trend has been to densification – not rethinking how we use space Accommodation – Issues Across Government $79,500,000 / yr GoC population in PWGSC space - 265,000 FTEs $1,100,000 / yr Real Property Branch - 3644 FTEs Based on a churn rate of 30% per annum at a cost of $1000/FTE/Move

6. The Workplace as a Catalyst Change in the Workplace is being driven by: • Changing Demographics and a Diverse Workforce • Attraction and Retention • Work-life Balance • Technology • Aging Portfolio • Greening Government- Sustainable Development Strategy

7. Our Approach - Workplace 2.0 Workplace 2.0 is an initiative developed by PWGSC to support the Clerk of the Privy Council’s commitment to workplace renewal “A modern, healthy workplace supports greater productivity, a more engaged workforce and better results for Canadians. Deputies and managers have a responsibility to create workplaces that support the well-being, wellness and productivity of our employees. ” Eighteenth Annual Report to the Prime Minister on the Public Service of Canada 2011

8. Principles of Workplace 2.0 Modern, flexible, sustainable work environments Technological infrastructure to support the “anywhere, anytime, anyone, any device” concept Streamlined and modern policies Updated back office systems to support delivery of programs to Canadians Tools that support collaboration

9. The Pillars of Workplace 2.0 The Workplace The Back Office The Way We Work Anywhere, Anytime, Any Device Break Down Barriers Connect, Collaborate, Communicate Physical Workplace Buildings (Sustainable, Strategically located) GEDS 2.0 Multimedia Desktop (Laptop/ Blackberry) Web 2.0 Collaboration Tools High Definition Videoconferencing Self-Service Tools Legacy Systems Integration Systems Modernization (Pay, Pension) Information Management/Technology Secure Access Policy Renewal and Business Process Alignment

10. The Workplace: Proposed Approach • The Office • Integrated Workplace Solutions (IWS) –New office designs that are more flexible and integrate technology and business processes, while being fully compliant with the Fit-up Standards • Space provided based on worker profiles and time spent at the workplace • Sustainable design principles in the workplace including increased daylight, limited hard-walled spaces and use of green products and finishes • Accessibility maintained and enhanced in new work place designs and new buildings • Buildings • Strategically located buildings (e.g. transit routes) • Provide amenities that meet employee needs such as daycare, fitness and religious observance facilities Jean Canfield Building constructed on a brownfield site and registered to be a LEED Gold building, will be 60% more energy efficient than national energy efficient buildings

11. The Back Office: Proposed Approach 400 Cooper Street, Ottawa Systems • Legacy systems being replaced, modernized and integrated with newer systems providing rapidity of government decisions for new breed of knowledge workers • Pension and Pay Transformation - modernize systems and processes using latest technologies, industry-standard practices and tools, increasing automation and self-serve • Enabling anywhere, anytime, secure communications and access to web applications Policy and Process • Update and streamline of policies and processes with the introduction of new technologies • New Record Keeping Directive to improve the way we manage electronic records and reduce space required for physical storage • Sustainable Development Strategy target to reduce paper use by 20% per employee by 2014

12. The Way We Work: Proposed Approach • Social Media • Web 2.0 social media/collaborative tools enhance our ability to connect with each other and Canadians • GCPedia, GCConnex, GC Forums now available to promote sharing and best practices across government • Technology • Technologies and desktop tools support mobility and flexibility • Telepresence, WebEx and other on-line meeting solutions provide reduced travel costs/ carbon footprint • Business Enterprise Enablement Project migrates applications from the desktop to the web, enabling access from anywhere • GEDS Plus- self-serve updating of employee profiles Virtual Canada Post

13. Monitoring What Works • Pilot Projects • Workplace 2.0 is in the early stages of implementation • Pilot projects are monitored and assessed on key indicators including space and rent savings, fit-up costs, use of technology, investment and client satisfaction • Post-occupancy evaluations are used to assess client satisfaction • Workplace 2.0 Integrator Team • A dedicated team has been established to integrate Workplace 2.0 within Public Works and Government Services and to promote the concept to client departments • Internal and external advisory groups, including the National Youth Network, Client Advisory Panel, Service Delivery Committee provide the team with advice on workplace issues and trends • The client relationship management group monitors client projects and provides feedback in the form of “client barometers” that give valuable information on progress allowing for team to take corrective action if needed • Other Tools • The Public Service Employee Survey captures the views of federal employees towards their work and their workplace • Tenant Satisfaction Surveys provide Public Works and Government Services Canada feedback on real property services provided to client departments • Research and monitoring of other governments and organizations informs policy development

14. IWS Pilot Project IWS Pilot Project 400 Cooper St. Ottawa PWGSC completed a pilot project to test the Integrated Workplace Solutions concept. FIT-UP COSTS One-time fit-up costs reduced by 14%. Client fit-up costs can be reduced by using more flexible, mobile furnishings. SPACE Reduced space by 20% and provided collaborative work spaces. Clients may use space savings to optimize space. RENT Pilot generating 20% savings annually. Reduced space and rental costs contribute to government-wide objectives. CLIENT SATISFACTION Modern, vibrant workplaces result in improved collaboration. 80% of employees very satisfied with light and air quality; space viewed as a tool for recruitment and retention.

15. Health Canada – Workplace 2.0 Pilot Health Canada Workplace 2.0 Pilot Project 340 Legget Drive, Kanata Results are still being assessed TECHNOLOGY Wireless and laptops provide employees with flexibility. Cell phones instead of hard lines save approximately $23/month per person SPACE Space usage reduced from 18m2 per person to 15m2 per person. Creating pods of four workstations, each 5.9 m2 (63.5ft2)provided space for collaborative areas. RENT Pilot generating rent savings due to the reduced space usage and reduced rental rent in Kanata location. CLIENT SATISFACTION Employees enjoy the modern, vibrant workplaces and amenities. Other employees are requesting to move to the new space.

16. A Tool to Monitor Progress -Workplace 2.0 Maturity Continuum

17. Monitoring What Works (cont.) Metrics – Canadian Government Projects

18. Monitoring What Works (cont.) Metrics – Other Governments

19. Monitoring What Works (cont.) Metrics – External Organizations

20. Monitoring What Works (con’t) Telework Research 1 Data from Telework Research Network, Calgary Economic Development, April 2011

21. Monitoring What Works (cont.) Telework Research

22. Issues / Challenges Change Management Significantculture shift to be addressed Leadership across departments and getting buy-in from all management levels Adapting to flexibility in work locations – managing the mobile employee Adapting to the “de-cubing” of the workplace – more open collaborate environment Technology Uptake of new technology and tools varies across government (i.e. Twitter, Facebook) Lengthy process to put service management agreements in place Security concerns restricting adoption of wireless and social media Operational Lack of understanding of policies affecting workplace (i.e. technology, Human Resources, security) Impact of strategic and administrative reviews, fiscal restraint Procurement Lack of innovative furniture on standing offers

23. The Paybacks • Serving Canadians in a modern and connected Public Service branded as an attractive and dynamic place to work • People: • Better tools + technologies = higher productivity and performance • Work-Life balance • Costs: • Potential rent / fit-up savings • Reduction in travel costs • Space and Technology: • Flexible, modern office designs supported by current technology • Efficient, sustainable, and supportive building solutions • Reduced real estate holdings • Greening: • Reduced environmental footprint • Sustainable building solutions • Security: • Improved business continuity options Cisco Telepresence

24. Moving Forward • PWGSC governance structure and Integrator Team identified • Real Estate Modernization plan and potential WP2.0 projects being identified • Technology Roadmap in development • Implementation planned • As products and tools become available, and • As spaces are renovated and new spaces are built (opportunity to modernize 25% of government over next 5 years) • Pilot projects and demonstration sites being implemented • New service offerings, products and tools to be developed • Integration across business lines, regions and other departments to be implemented • Accommodation funding issues being resolved

25. To Conclude • Workplace challenges and opportunities are not unique to Canada • Workplace 2.0 in early stages of implementation • Research has confirmed we are on the right track • We will continue to learn from other levels of government, United States General Services Administration, industry, The Workplace Network and CoreNet etc • In 2011/12 our demonstration sites will provide concrete examples of the Workplace 2.0 concept • We will continue to partner with all Branches in PWGSC, other departments and outside organizations to move Workplace 2.0 forward “Workplace 2.0: Creating a modern workplace that will attract, retain and enable public servants to work smarter, greener and healthier to better serve Canadians”

26. Annex A Examples of Workplace Designs

27. Health Canada

28. Former 400 Cooper Street

29. Accenture

30. Federation of Canadian Municipalities

31. Alberta Federal Council

32. Questions? SIMT-IWS@TPSGC-PWGSC.GC.CA