Outline Programme Business Case
Transcript of 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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Work to date
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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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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
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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
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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
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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)
WorkSmart Programme Board
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
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(Exact personnel to be agreed, suggestions included below for discussion)
WorkSmart Programme Board
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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
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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
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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
• 2 x All devices (10 Year replacement programme)
• £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
• 2 x All devices (10 Year replacement programme)
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
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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
Service area staff - 34
• Economic Inclusion: 8
• Strategic Programmes: 10
• Strategic Delivery and Partnerships: 8
• Youth Enterprise: 8
Current locations
• Guildhall
• Central Library
• The Lowgate Centre
Current desk ratio - 1:1
• Potential for desk sharing amongst
Programme Officers
• Further engagement required to identify
potential savings in other teams
Roles and work requirements
• 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.
Proposed initial equipment investment
• Number of laptops/tablets required to equip all Mobile Workers: N/A
Potential desk utilisation
• Initial recommended Staff to Desks ratio: N/A
• Potential number of desks made available: N/A
363636363636363636363636363636363636363636
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37
Customer Programme & Transformation Team
Current status
Service area staff - 29
• Corporate Transformation Team: 18
• Customer and Digital Programme: 11
Current locations
• The Wilson Centre, 3nd Floor
Current desk ratio - 1:1
• 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)
Roles and work requirements
• 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.
Proposed initial equipment investment
• Number of laptops/tablets required to equip all Mobile Workers: 4
Potential desk utilisation
• Initial recommended Staff to Desks ratio: 1:1
• Potential number of desks made available: 16
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38
Customer Services
Current status
Service area staff - 25
• 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
Current desk ratio - 1:1
• Welfare Rights team occupy space with
storage
• CET have part time staff (2 days per week)
occupying their own desk
Roles and work requirements
• Welfare Rights staff are predominantly
desk-based
• CET work from multiple locations to deliver
presentations/workshops/training
• 75-100% average desk usage across the
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.
Proposed initial equipment investment
• Number of laptops/tablets required to equip all Mobile Workers: 15
(CET)
Potential desk utilisation
• 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
Current desk ratio - 1:1
• 79 Lowgate is being renovated to
accommodate some CYPFS services and
will require a desk sharing to effectively
use the building
Roles and work requirements
• 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 .
Proposed initial equipment investment
• Number of laptops/tablets required to equip all Mobile Workers:
Potentially around 600 in total, subject to further work.
Potential desk utilisation
• 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
Service area staff - 43
Current locations
• City Treasury
Current desk ratio - 1:1
Roles and work requirements
• All staff deemed to ‘Desk-based’ workers
• 75-100% average desk usage across the
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.
Proposed initial equipment investment
• Number of laptops/tablets required to equip all Mobile Workers: N/A
Potential desk utilisation
• Initial recommended Staff to Desks ratio: 10:7
• Potential number of desks made available: 13
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40
40
41
41
Human Resources
Current status
Service area staff - 136
• HR: 28
• Shared Services: 79
• Learning and Development: 29
Current locations
• Treasury Building
• Guildhall, 2nd Floor
• Endeavour
Current desk ratio - 1:1
• Occupy large spaces within the Guildhall
and City Treasury and use very large
desks
Roles and work requirements
• 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.
Proposed initial equipment investment
• Number of laptops/tablets required to equip all Mobile Workers: 21
(HR)
Potential desk utilisation
• Initial recommended Staff to Desks ratio: 10:8 (HR)
• Potential number of desks made available: 6 (HR)
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4242
Information Governance
Current status
Service area staff - 19
• Information Governance: 5
• Customer Feedback: 2
• Members Support: 12
Current locations
• Guildhall, Ground Floor
Current desk ratio - 1:1
• 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
Roles and work requirements
• Require a Guildhall location for proximity
to Members
• 75-100% average desk usage across the
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.
Proposed initial equipment investment
• Number of laptops/tablets required to equip all Mobile Workers: 0
Potential desk utilisation
• Initial recommended Staff to Desks ratio: 1:1
• Potential number of desks made available: 1
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4343
Major Projects
Current status
Service area staff - 49
• In post: 31
• Vacancies: 15
Current locations
• Guildhall
• Earle House
Current desk ratio - 1:1
• 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
Roles and work requirements
• All ‘Desk-based’ workers
• 75-100% average desk usage across the
service area
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
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.
Proposed initial equipment investment
• Number of laptops/tablets required to equip all Mobile Workers: 45
Potential desk utilisation
• Initial recommended Staff to Desks ratio: 10:7
• Potential number of desks made available: 9
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4444
Media and Marketing
Current status
Service area staff - 15
• Head of Service: 1
• Media Team: 7
• Marketing Team: 7
Current locations
• Guildhall, C2a: Media Team
• Guildhall, CST Office: Marketing Team
Current desk ratio - 1:1
• Marketing Team already pooling desks in
Guildhall CST Offices
• Media Team have extra desks and
meeting space within C2a
Roles and work requirements
• 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.
Proposed initial equipment investment
• Number of laptops/tablets required to equip all Mobile Workers -15
Potential desk utilisation
• Initial recommended Staff to Desks ratio - 4:3
• Potential number of desks made available - 6 (Guildhall CST Office)
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Neighbourhoods and Housing
Current status
Service area staff - 496
• 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)
Current desk ratio - 1:1
• 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
Roles and work requirements
• Digital Housing Project has been
underway for two years to procure mobile
devices for ‘Field Worker’ staff
• 50-75% average desk usage across the
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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Partnerships
Current status
Service area staff - 7
• City Manager: 1
• Team: 6
Current locations
• Guildhall, CST Office
Current desk ratio - 1:1
• Individual desktop access requires the
team to have their own desks
Roles and work requirements
• 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
• 75-100% average desk usage across the
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.
Proposed initial equipment investment
• Number of laptops/tablets required to equip all Mobile Workers: 4
Potential desk utilisation
• Initial recommended Staff to Desks ratio: 10:8
• Potential number of desks made available: 2
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Planning
Current status
Service area staff - 91
• Planning: 48
• Archaeologists: 38
• Admin: 5
Current locations
• Guildhall, 1st Floor
• The Wilson Centre, Meeting Room
Current desk ratio - 1:1
• Archaeologists are not believed to
currently occupy desks
• Planning staff are all ‘Desk-based’ workers
Roles and work requirements
• 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.
Proposed initial equipment investment
• Number of laptops/tablets required to equip all Mobile Workers: 20
Potential desk utilisation
• Initial recommended Staff to Desks ratio: 10:8
• Potential number of desks made available: 5
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Property and Assets
Current status
Service area staff - 49
• Property: 7
• Post and Workflow: 30
• Strategic Services: 12
Current locations
• John Symons House
• Guildhall
Current desk ratio - 1:1
• Potential to relocate staff from John
Symons House
• Potential to reconfigure space within the
Guildhall for future document
management/workflow projects
Roles and work requirements
• 25-50% average desk usage across the
service area
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 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.
Proposed initial equipment investment
• Number of laptops/tablets required to equip all Mobile Workers: 20
Potential desk utilisation
• Initial recommended Staff to Desks ratio: 10:7
• Potential number of desks made available: 6
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Public Health
Current status
Service area staff - 28
• ACM & Programme Leads: 6
• Support Functions: 22
Current locations
• Warehouse 8, 1st Floor
Current desk ratio - 1:1
• Recently relocated from Brunswick to
Warehouse 8 where opportunity to utilise
space with smaller desks would have
enabled desk sharing
Roles and work requirements
• 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
• 75-100% average desk usage across the
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.
Proposed initial equipment investment
• Number of laptops/tablets required to equip all Mobile Workers: 10
Potential desk utilisation
• Initial recommended Staff to Desks ratio: 10:9 (Support Functions) /
2:1 (Programme Leads)
• Potential number of desks made available: 6
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Public Protection
Current status
Service area staff - 80
• Environmental Regulation: 33
• Food Health and Safety: 17
• Licencing: 12
• Trading Standards:17
Current locations
• 33 Witham
Current desk ratio - 1:1
• Service area are mainly type ‘Field
Worker’ so potential for desk sharing
Roles and work requirements
• ‘Field Worker’ staff would be more
effective with appropriate mobile
equipment
• 25-50% average desk usage across the
service area
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
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.
Proposed initial equipment investment
• Number of laptops/tablets required to equip all Mobile Workers: 71
Potential desk utilisation
• Initial recommended Staff to Desks ratio: 10:7
• Potential number of desks made available: 38
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Streetscene
Current status
Service area staff - 730
• Waste, Transport and Highways
Operations: 634
• Public Sector and Parking: 96
Current locations
• Stockholm Road
• Festival House
Current desk ratio - 1:1
• Potential to rework Stockholm Road to
make more space available
Roles and work requirements
• 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.
Proposed initial equipment investment
• Number of laptops/tablets required to equip all Mobile Workers: 0
Potential desk utilisation
• Initial recommended Staff to Desks ratio: 10:8
• Potential number of desks made available: 10 (Stockholm Road)
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Town Clerk Services - Committee Services
Current status
Service area staff - 19
• Committee Services: 13
• Print Unit: 4
• Beadles: 2
Current locations
• Guildhall, 2nd Floor
• Treasury Print Room
Current desk ratio - 1:1
• 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
Roles and work requirements
• 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.
• 75-100% average desk usage across the
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).
Proposed initial equipment investment
• Number of laptops/tablets required to equip all ‘Mobile Workers’: 0 at
present, with scope in the future.
Potential desk utilisation
• Initial recommended Staff to Desks ratio: 1:1
• 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
Service area staff - 82
• ICT Operations: 60
• ICT Solutions: 22
Current locations
• Maritime Building
Current desk ratio - 1:1
• Service area are in scope for relocation
and potential desk ratios will be taken into
account once a location has been selected
Roles and work requirements
• 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.
• 75-100% average desk usage across the
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.
Proposed initial equipment investment
• Number of laptops/tablets required to equip all ‘Mobile Workers’: 30
Potential desk utilisation
• Initial recommended Staff to Desks ratio: 10:8
• Potential number of desks made available: 16
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Town Clerk Services – Legal Services
Current status
Service area staff - 49
Current locations
• Guildhall, 3rd Floor
Current desk ratio - 1:1
• The service occupies space that has
potential to be reconfigured (e.g. smaller
desks) to accommodate more staff.
Roles and work requirements
• 75-100% average desk usage across the
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.
Proposed initial equipment investment
• Number of laptops/tablets required to equip all Mobile Workers: TBD
Potential desk utilisation
• 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
Service area staff - 15
Current locations
• Guildhall, 3rd Floor
Current desk ratio - 1:1
• The service occupies space that has
potential to be reconfigured (e.g. smaller
desks) to accommodate more staff
Roles and work requirements
• 75-100% average desk usage across the
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.
Proposed initial equipment investment
• 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
Potential desk utilisation
• 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
Service area staff - 14
• Managers:7
• Officers: 6
• Apprentice: 1
Current locations
• Guildhall, 3rd Floor
Current desk ratio - 1:1
• Potential to reconfigure space with smaller
desks
Roles and work requirements
• Roles would allow for ‘Occ
Homeworker/Anywhere’ type working
• 75-100% average desk usage across the
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.
Proposed initial equipment investment
• Number of laptops/tablets required to equip all Mobile Workers: 11
Potential desk utilisation
• Initial recommended Staff to Desks ratio: 10:8
• Potential number of desks made available: 5
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