1. Camden Accommodation Programme
5 Pancras Square
Camden Accommodation Programme

2. Strategic aims
Strategic enabler for The Camden Plan, The Camden Way and Medium Term Financial Strategy.
To create a highly efficient office environment based on agile working principles, supporting transition to a flexible, collaborative working style enabled by ICT.
To rationalise and reduce office space replacing it with modern, sustainable, efficient facilities that better serve the Council and Camden’s residents.
To avoid significant future building repairs and replacement costs and to reduce running costs.
To generate capital receipts to pay for the programme and generate property related savings to Council revenue budgets.
To deliver a building with the highest level of sustainability and obtain a BREEAM ‘Outstanding’ accreditation.
To deliver new leisure provision in response to resident feedback with relocated, rationalised and improved customer services and library services.

3. Business Case - costs / savings
£123m self – financing project all paid for by sale of old inefficient buildings so no extra costs to local taxpayers.
Avoids estimated £77m repairs costs over 25 year period.
Revenue saving of £3.1m in 2015/16 rising to £5.2m by 2018/19, when all vacated buildings are sold.
Reduced number of office buildings used by the Council from 15 in 2010 to 7 by the end of 2014 and down to 4 by 2017/18.
Council corporate office floor space will fall by 42% between 2010 and 2017/18.
Cheaper and more efficient to run than older buildings. £1m property costs savings from 2015/16 rising to £3m in 2018/19.
BREEAM ‘outstanding’ environmental accreditation will cut carbon emissions by an estimated 64% and save over £500,000 a year in energy costs.
Business Support review to create single service with savings of £1.7m.

4. Agile working vision
Links to and supports organisational transformation change programme The Camden Way, Medium Term Financial Strategy and The Camden Plan.
Work is an activity not a place – we manage and deliver through results not attendance. Focus on performance.
Agile working is not a prescriptive mode - a framework of principles so staff can take responsibility for how to deliver for the people of Camden.
Create trust based relationships, we embrace innovation rather than bureaucracy and we value people.
Collaboration, integration and flexibility. Speed of decision making and delivery.
Agile working vision is the key driver for building design, programme financial savings and ICT strategy.
Being agile is not just about moving to a new building or working from home, it is about a new way of working which will help us to deliver the Camden Plan.

5. Agile working change programme
Agile working and management
ICT agility kit roll out
Lync and other ICT training
Paper reduction/removal
Service change plans
Readiness Assessments/Reporting
Delivery
Change team and departmental change leads
Change Champions in services
Staff events

6. Communications and engagement
Internal:
Communicate and engage with employees on change to agile working and office moves.
Support senior leaders, managers and the change team to prepare colleagues for moves and new ways of working.
Alongside other change programmes to support managers and employees to completely change the ways we do things to deliver for the people of Camden.
External:
Create and build excitement, enthusiasm and ownership of 5 Pancras Square and the fantastic new community facilities.
Methods
Essentials intranet, Relocation blog, Agile C-Space, Chief Exec news, CAMZ cartoons, pop up shops, agile working guide, welcome guide, specific campaigns (Bin/Scan/Store, ICT roll out) use of change champions, ongoing post-move updates, resident events, external media, Council website and 5PS news.

7. Agile working office accommodation
10 floors of office accommodation. Design, layout and furniture to support agile working policies and collaboration between services.
Brings 75% of office based staff together in one place to support working between departments and support customer services.
2,400 staff working over 1,530 desk spaces – efficient 10:6.5 desk share ratio.
All open plan space – no individual offices. Little ‘owned’ space.
Service location to reflect working relationships not departments.
Collaboration space and meeting rooms available on all floors.
Active clear desk policy.
Fewer formal meetings generally without paper. More active collaboration giving faster decisions and faster more responsive service to customers.
Significantly reduced paper held on site.

8. Agile working – ICT underpins changes
Laptop only desktop strategy (with agility pack) giving mobile access to documents and agile work anywhere in the building, other Council buildings, at home or anywhere with Wi-Fi.
Microsoft Skype for Business via laptops for IM, Telephony and Video Conferencing – no more phones tied to desks.
Wifi throughout.
Reduction in number of monitors (approx 2 monitors for 3 desks).
Significant reduction in Printers / MFDs 1:75 and printing.
More remote working – from home, other offices, partner sites (1 day p/w).
Move to more collaborative ways of working – fewer formal meetings, more collaboration in open plan.
Audio Visual solutions to allow collaboration.
Reduction in paper with better document management systems.

9. We had a lot of paper Unorganised, no register, difficult to determine ownership

10. What we did with paper Issues Paper based Council in many areas.
Shared Drives unstructured and unmanaged.
Very few alternatives available to majority of staff.
Records were stored but not managed.
No corporate storage or scanning contract.
Initially 22,000m of filing - new building has 1500m of total storage, not just for paper.

11. The solution Find owners for paper records.
Apply retention schedule, 70% data no longer needed.
Procured 15 year offsite storage & 3 year scanning.
EDRMS – Records and cases 5M records (June 2015).
180 SharePoint sites.
Digital faxes.
Move offsite for needed but not active files with scan on demand.
Digitise (scan) active files – 200k folders.
All records now indexed, including records destroyed.
Can access records anywhere we can get internet.
Can order scan on demand and get records next day digitally.

12. What worked well Early engagement with services.
Pushing responsibility back to the business.
Having the leadership from the top.
Bringing the senior management teams out of offices and into open plan.
Planning the moves - down to how many crates would fit into lift and how long each lift run would take.
Having change champions as part of the process and having them buy into the required changes taking place.
Staff embracing the agile working.

13. And what didn’t… Delays in decision making.
Data gathering issue resolution (revisiting data gathered by someone else)
Staff numbers kept shifting
Meeting room requirements difficult to clarify
Services undergoing reductions and restructures while the change was happening – “change overload”.
Services not able to implement the vision.
Delays in construction impacted on the move process.
Ancillary storage requirements needed to be catered for in other areas
Legal needing a hub in another building
Regulatory Services have an additional storage site

14. Future steps Utilisation survey Evaluating new types of furniture
Innovation space in partnership with Central St Martins
Revisiting staff numbers in light of Medium Term Financial Strategy / future restructures
Mitigate against two tier accommodation - teams not in 5PS feeling like poor cousins
Still in process of delivering our accommodation strategy which will further support the vision of the council