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  1. Brief Description of the Project:

           
In April 2007, Camden Council agreed a set of nine programmes in order to deliver its objective of providing a “Better and Cheaper” service. The programmes focused on various areas of the organisation such as Customer Transformation, Flexible Working and Office Accommodation.

The overarching Workplace Change programme was designed to bring together the goals of Property, HR, ICT and Finance through its property portfolio. This included the improvement and rationalisation of the Council’s corporate property portfolio of 170 buildings, including 22 administrative offices providing accommodation for the majority of the Council’s 8,400 staff.

As well as the above objectives, the programme also sought to achieve buildings that were fit for purpose, encourage joined up and inter-related services, and encourage efficiency throughout the organisation.

Implementation of the above programmes is varied, with some projects completed and others currently in the consultation process.
  1. Key Aims

Fundamentally, the programme was driven by the goal of cost reduction, including the following:
  • Reduce outgoings through the rationalisation of the corporate property portfolio
  • Reduce ICT costs via a single contract
  • Improvement of ICT technology, to include IP Telephony
  • Promotion of flexible working
  • Encouragement of smart working
  1. Key Challenges/Major Issues
  • Managing staff inertia towards change
  • Planning for future accommodation needs
  • Incorporating the correct mix of property requirements, such as location, specification, design and technology
  • Incorporating space standards within staff terms and conditions
  • Achieve desired workspace utilisation targets, such as Bidborough House, where the aim is to provide 480 desks for 620 staff
  1. Key Benefits/Successes
  • Introduction of the ‘corporate landlord’ scheme - This allows property to be charged to its relevant departments and is designed to encourage separate responsibility for fixed assets. Taking responsibility in this way encourages the various departments to make more efficient use of their space
  • 10% reduction in telecommunication costs
  1. Lessons Learnt
  • Dealing with issues in a corporate manner
  • Senior management buy-in of strategy
  • Importance of incorporating key elements of the organisation within the decision making process, such as human resources, finance, ICT and property
  • Gaining the support of key staff
  • Allowing staff sufficient time to adjust
  • Cost and efficiency savings through the use of centralised contracts such as ICT
  • One fit policy not suitable for all

 
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