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1. Brief Description of the Project:

The Flexible Location Working (FLoW) project is part of the ‘WorkSmart’ initiative. A range of business re-engineering projects were designed in order to encourage service efficiency across the Council with an emphasis to re-direct resources to the front line.

The WorkSmart initiative dovetails with the Council’s corporate office objectives and offers the Council the opportunity to downsize its more expensive accommodation in Victoria and re-direct resources to the north of the Borough.

The FLoW project began in mid 2006 with the strategy and feasibility studies on-going. The focus includes all three offices, namely City Hall, Marylebone Council House and Lisson Grove. Additional service departments which will be spread over the three sites include a new library, a One Stop Shop, a Registrars Office and a Social Services day centre.

The consolidation of surplus accommodation will take place gradually as space efficiencies and flexible working come into effect. One floor of City Hall has already been vacated with three other floors to follow suit in March and July 2008. The plans for refurbishing the Lisson Grove offices are to be finalised in January 2008.

2. Key Aims

The Council’s key aims centre on the WorkSmart initiative and set out to:

  • Improve efficiency across the Council services and direct any savings made towards improving frontline resources
  • Rationalise occupancy requirements/costs by reducing the number of under-utilised desks, encouragement of home-working, hot-desking and the leasing of vacant floor space
  • Upgrade retained office accommodation in City Hall and Lisson Grove
  • Improved use of ICT in order to support efficiency and flexible working objectives

3. Key Challenges/Major Issues

  • Ensuring that all refurbishment works are cost effective
  • Ensuring that project timescales are adhered to
  • Co-ordinating the gradual phasing in of the FLoW programme


4. Key Benefits/Successes

  • Approximately 1,500 people now adopting flexible working, 800 of whom are able to work from home
  • Up to seven floors at City Hall have so far been vacated for let to commercial tenants
  • Increase in efficiency and cost gains of approximately £500,000 per annum
  • Over 1,200 staff have now fully trained on flexible working practices
  • Regular reviews and meetings have enabled tight control over budget costs and project timescales
  • Each project was assigned a sponsor and manager with clearly defined roles, resulting in smooth communication links throughout


5. Lessons Learnt

  • An appreciation for a clear strategy with defined timescales
  • The need to provide adequate resources for staff training, such as ICT support
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