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Workplace 2.0Public Servants Working Smarter,
Greener, Healthier
The Workplace Network 2011 Workshop
September, 2011 Washington, D.C.
Background Information
for
Overview Our Story Workplace Policies and Standards
Issues Across Government The Workplace as a Catalyst
Our Approach – Workplace 2.0 Principles of Workplace 2.0 Pillars of Workplace 2.0 and proposed approaches
Monitoring What Works Pilot Projects Maturity Continuum Metrics and Research
Issues and Challenges Paybacks and Moving Forward Examples of Workplace Designs
2
110 Client departments and agencies 265,000 Employees accommodated in PWGSC space 1843 Locations across Canada (350 owned/1440 leased) 347 Locations in National Capital Area 7,150,000 m² Rentable space (87% office space) $5,900,000,000 Market value of Crown owned 2,091 Leases at a annual cost of $1,111,000,000 (2010) Approximately $150,000,000 invested in fit-up of space
annually 53 BOMA certified green buildings (62% of Crown-owned)
Our Story –The size and scope of our business!
3
A wide range of policies, including accessibility and occupational health and safety requirements direct Real Property activities. Key policies for workplace standards include: Office Accommodation Framework - specifies overall space allocation
for general purpose office space: Workstations and enclosed offices + support space + circulation = current maximum allocation
of 18m2/person (193 ft2/person) Fit-up Standards – provides for a consistent level of service and
ensures prudent investment in office accommodation, and specifies: midrange quality of components and finishes - "bundle of goods" office and support space allocations funding accountabilities
Sustainable Development Strategy: LEED Gold for new buildings, silver for major renovations As of April 2012, LEED CI silver or equivalent for interior fit-ups and re-fits over 1000m2
(10,736ft2)
Workplace Policies and Standards
4
2nd or 3rd highest cost in departmental budgets
Accountability for accommodation shared with client departments
PWGSC pays for rent, fit-up, maintenance; clients pay for furnishings, security and telecommunications
Client departments have funding pressures
Churn rate estimated at 30% per annum
Trend has been to densification – not rethinking how we use space
Based on a churn rate of 30% per annum at a cost of $1000/FTE/Move
$79,500,000 / yr GoC population in PWGSC space
- 265,000 FTEs
$1,100,000 / yrReal Property Branch - 3644 FTEs
Accommodation – Issues Across Government
5
Changing Demographics and a Diverse Workforce
Attraction and Retention
Work-life Balance
Technology
Aging Portfolio
Greening Government- Sustainable Development Strategy
The Workplace as a Catalyst
6
Change in the Workplace is being driven by:
Our Approach - Workplace 2.0 Workplace 2.0 is an initiative developed by PWGSC to support the Clerk of the Privy Council’s commitment to workplace renewal
“A modern, healthy workplace supports greater productivity, a more engaged workforce and better results for Canadians. Deputies and managers have a responsibility to create workplaces that support the well-being, wellness and
productivity of our employees. ” Eighteenth Annual Report to the Prime Minister on the Public Service of Canada 2011
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Principles of Workplace 2.0
Modern, flexible, sustainable work environments
Technological infrastructure to support the “anywhere, anytime, anyone, any device” concept
Streamlined and modern policies
Updated back office systems to support delivery of programs to Canadians
Tools that support collaboration
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Connect, Collaborate, Communicate
Anywhere, Anytime, Any Device
Break Down Barriers
The Pillars of Workplace 2.0
The Workplace
The Back Office
The Way We Work
Physical WorkplaceBuildings
(Sustainable, Strategically located)
Self-Service ToolsLegacy Systems
IntegrationSystems Modernization
(Pay, Pension)Information
Management/TechnologySecure Access
Policy Renewal and Business Process
Alignment
GEDS 2.0Multimedia Desktop
(Laptop/ Blackberry)
Web 2.0 Collaboration Tools
High Definition Videoconferencing
9
The Workplace: Proposed Approach
The Office Integrated Workplace Solutions (IWS) – New office designs that are
more flexible and integrate technology and business processes, while being fully compliant with the Fit-up Standards
Space provided based on worker profiles and time spent at the workplace
Sustainable design principles in the workplace including increased daylight, limited hard-walled spaces and use of green products and finishes
Accessibility maintained and enhanced in new work place designs and new buildings
Buildings Strategically located buildings (e.g. transit routes)
Provide amenities that meet employee needs such as daycare, fitness and religious observance facilities
Jean Canfield Building constructed on a brownfield site and registered to be a LEED Gold building, will be 60% more energy efficient than national energy
efficient buildings
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The Back Office: Proposed Approach
Systems Legacy systems being replaced, modernized and integrated with newer
systems providing rapidity of government decisions for new breed of knowledge workers
Pension and Pay Transformation - modernize systems and processes using latest technologies, industry-standard practices and tools, increasing automation and self-serve
Enabling anywhere, anytime, secure communications and access to web applications
Policy and Process Update and streamline of policies and processes with the introduction of new
technologies
New Record Keeping Directive to improve the way we manage electronic records and reduce space required for physical storage
Sustainable Development Strategy target to reduce paper use by 20% per employee by 2014
400 Cooper Street, Ottawa
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The Way We Work: Proposed Approach
Social Media
Web 2.0 social media/collaborative tools enhance our ability to connect with each other and Canadians
GCPedia, GCConnex, GC Forums now available to promote sharing and best practices across government
Technology Technologies and desktop tools support mobility and flexibility
Telepresence, WebEx and other on-line meeting solutions provide reduced travel costs/ carbon footprint
Business Enterprise Enablement Project migrates applications from the desktop to the web, enabling access from anywhere
GEDS Plus- self-serve updating of employee profiles
Virtual Canada Post
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Monitoring What Works Pilot Projects
Workplace 2.0 is in the early stages of implementation
Pilot projects are monitored and assessed on key indicators including space and rent savings, fit-up costs, use of technology, investment and client satisfaction
Post-occupancy evaluations are used to assess client satisfaction
Workplace 2.0 Integrator Team A dedicated team has been established to integrate Workplace 2.0 within Public Works and Government Services
and to promote the concept to client departments
Internal and external advisory groups, including the National Youth Network, Client Advisory Panel, Service Delivery Committee provide the team with advice on workplace issues and trends
The client relationship management group monitors client projects and provides feedback in the form of “client barometers” that give valuable information on progress allowing for team to take corrective action if needed
Other Tools The Public Service Employee Survey captures the views of federal employees towards their work and their
workplace
Tenant Satisfaction Surveys provide Public Works and Government Services Canada feedback on real property services provided to client departments
Research and monitoring of other governments and organizations informs policy development13
IWS Pilot Project400 Cooper St. Ottawa
PWGSC completed a pilot project to test the Integrated Workplace Solutions concept.
IWS Pilot Project
SPACE
Reduced space by 20% and provided collaborative work spaces. Clients may
use space savings to
optimize space.
SPACE
Reduced space by 20% and provided collaborative work spaces. Clients may
use space savings to
optimize space.
RENT
Pilot generating 20% savings annually. Reduced
space and rental costs contribute to government-
wide objectives.
RENT
Pilot generating 20% savings annually. Reduced
space and rental costs contribute to government-
wide objectives.
FIT-UP COSTS
One-time fit-up costs reduced by 14%. Client fit-up costs can be reduced by using more flexible,
mobile furnishings.
FIT-UP COSTS
One-time fit-up costs reduced by 14%. Client fit-up costs can be reduced by using more flexible,
mobile furnishings.
CLIENT SATISFACTION
Modern, vibrant workplaces result in
improved collaboration. 80% of employees very
satisfied with light and air quality; space viewed as a
tool for recruitment and retention.
CLIENT SATISFACTION
Modern, vibrant workplaces result in
improved collaboration. 80% of employees very
satisfied with light and air quality; space viewed as a
tool for recruitment and retention.
14
Health Canada – Workplace 2.0 PilotHealth Canada Workplace 2.0 Pilot Project
340 Legget Drive, Kanata
Results are still being assessed
SPACE
Space usage reduced from 18m2 per person to 15m2
per person. Creating pods of four workstations, each
5.9 m2 (63.5ft2)provided space for collaborative
areas.
SPACE
Space usage reduced from 18m2 per person to 15m2
per person. Creating pods of four workstations, each
5.9 m2 (63.5ft2)provided space for collaborative
areas.
TECHNOLOGY
Wireless and laptops provide employees with flexibility. Cell phones
instead of hard lines save approximately $23/month
per person
TECHNOLOGY
Wireless and laptops provide employees with flexibility. Cell phones
instead of hard lines save approximately $23/month
per person
RENT
Pilot generating rent savings due to the reduced space usage and reduced
rental rent in Kanata location.
RENT
Pilot generating rent savings due to the reduced space usage and reduced
rental rent in Kanata location.
CLIENT SATISFACTION
Employees enjoy the modern, vibrant
workplaces and amenities. Other employees are
requesting to move to the new space.
CLIENT SATISFACTION
Employees enjoy the modern, vibrant
workplaces and amenities. Other employees are
requesting to move to the new space.
15
A Tool to Monitor Progress -Workplace 2.0 Maturity Continuum
Available Now In Development Still to ComeThe Workplace and the Way We Work
Sound Masking
Building Amenities
Strategically Located Buildings
Change Management
Space by Worker Profiles (IWS)
Sustainable Design Principles
Innovative Furniture Solutions
Dual Mode Mobile Devices
Social Media Open (Facebook)
Wireless Access
Social Media Closed (GPedia)
High Def. Video Conferencing
Integrated Voice/Video
Laptops/Smart phones
16
Organization Metrics Explanation
Health Canada, Kanata Space reduced from 18m2 (193 ft2) R to 15m2 (161ft2) R per FTE
Using Workplace 2.0/Integrated Workplace Solutions space allocations allowed for an overall space reduction, while also providing for collaborative space.
Economic Development Corporation, Ottawa
Overall space in EDC’s new building will be the same at their previous facility, but will provide additional cafes , collaborative space and meeting rooms.
Space is being used differently in the new facility.
Public Service Commission, 22 Eddy Street, Gatineau
14,424.30m2 (155,260ft2) U space x 1,030 FTE’s = 14m2 (150ft2) U per FTE
These numbers represent the amount of estimated useable space for the PSC tower which is in the early stages of construction at 22 Eddy Street in Gatineau
Human Resources and Skills Development Canada, 22 Eddy Street, Gatineau
14,666.50m2 (15,7867ft2) U space x 1,001 FTE’s = 14.65m2 (157ft2) U per FTE
These numbers represent the amount of estimated useable space for the HRSDC tower which is in the early stages of construction at 22 Eddy Street in Gatineau.
Monitoring What Works (cont.)
Metrics – Canadian Government Projects
17
Organization Metrics Explanation
Department of Transport, Energy, and InfrastructureAustralia
Target m2 / FTE = 15m2 (161ft2)*Actual m2/FTE = 21m2 (226ft2)**
*To be achieved through telework program **Achieved through rigorous application of the Federal Standards
Alberta Infrastructure, Edmonton, Alberta
Space reduction from 22m2 (236ft2) U to 13m2 (139ft2) U per FTE
Office of Government Commerce (OGC)United Kingdom
Target m2 / FTE = 10-12m2 (107-129ft2)*Actual m2/FTE = 13.1m2 (141ft2)**
*Aggressive target to be achieved by providing a workstation ratio of 8 workstations to 10 employees. ** Achieved through comprehensive telework strategy mobilizing employees to work off-site
Monitoring What Works (cont.)
Metrics – Other Governments
18
Organization Metrics Explanation
Langley Research Center, Hampton, Virginia
Reduced average office space from 17.6m2 (190ft2) U/person to target of 11.6m2 (125ft2 ) U/person
Reorganization of 3,000 people allowed for space optimization, resulting in a reduction in space/person and 100 facilities were closed or demolished.
Allstream, Toronto and Montreal Pilot Sites
Enabling 600 employees to telecommute released 2,183m2 (23,500ft2) of office space and saved over $1 million per year.
Outcomes included reduced green house gasemissions (550 metric tonnes in 2008 alone) and enhanced work/life balance and productivity.
Deloitte-Touche, San Francisco From 17.65 m2 (190ft2) R to 10.28 m2
(110ft2) RDeloitte Touche New office = 15,422m2 (166,000ft2) headquarters in San Francisco. The new office will represent a 42 % decline in square footage from the old 26,477.6m2 (285,000ft2) office.
Sabre Holdings, Southlake, Texas Space reduced from 32.8m2 (353ft2) U to 17.18m2 (191ft2) U
Sabre Holdings reduced the size of its headquarters in Texas from five buildings occupying 130,065m2
(1,399,994.8ft2) to two buildings occupying 47,664 m2 (513,046ft2), a 55% footprint reduction. Resulting in real estate cost savings of $10 million annually.
Monitoring What Works (cont.)
Metrics – External Organizations
19
Organization Savings
McKesson Corporation1
(Across Canada, Toronto H.Q.)Savings of $1 million per year from telework program
Sun Microsystems1 (International, Santa Clara California H.Q.)
Savings of $68 million a year in real estate costs, $3 million a year in reduced power consumption, and $25 million a year in IT expenditures with flexible work options for 17,000 employees (2,000 primarily working at home, 15,000 up to 2 days a week)
US Patent & Trademark Office,1 Alexandria, Virginia, (H.Q.)
Avoided $11 million in new real estate expenses through telework and officehoteling. Over 80 per cent of eligible staff telework (4,000 employees, 70 per cent of staff) telecommute.
Deloitte Touche Tohmatsu Limited,1 San Francisco office
Firm expects to expand their 1,500 person San Francisco office by 10 per cent in the next year; the new office will represent a 42 per cent decline in square footage from the 26,477m2 (285,000ft2) the firm currently occupies
City of Ottawa, Ottawa Allowing 2000 workers to telework will save the City of Ottawa an estimated $5 million/year
1 Data from Telework Research Network, Calgary Economic Development, April 2011
Monitoring What Works (con’t)
Telework Research
20
Organization Savings
Mindwave ResearchMindwave Research, a 21 person marketing research company, enabled more than half of its employees to telework full time, reducing its total office space by almost 70%. They estimate savings of more than $11,000 per month in reduced rent and energy consumption.
Cisco SystemsAs a result of employees teleworking an average of 2 days per week, Cisco had reported an overall increase in productivity and timeliness resulting in a savings of $277 million. In addition they estimate that telework has resulted in a greenhouse gas reduction of 47,320 metric tons.
AT&TReports a savings of $15 million per year in reduced real-estate costs. In addition they also report an increase of $150 million in productivity.
IBMEstimated savings of $700 million per year in reduced real estate costs as a result of having 25% (64,000) of its 320,000 workforce telecommute
Monitoring What Works (cont.)
Telework Research
21
Issues / Challenges Change Management
Significant culture shift to be addressed Leadership across departments and getting buy-in from all management levels Adapting to flexibility in work locations – managing the mobile employee Adapting to the “de-cubing” of the workplace – more open collaborate environment
Technology Uptake of new technology and tools varies across government (i.e. Twitter,
Facebook) Lengthy process to put service management agreements in place Security concerns restricting adoption of wireless and social media
Operational Lack of understanding of policies affecting workplace (i.e. technology, Human
Resources, security) Impact of strategic and administrative reviews, fiscal restraint
Procurement Lack of innovative furniture on standing offers 22
The Paybacks Serving Canadians in a modern and connected Public Service
branded as an attractive and dynamic place to work
People: Better tools + technologies = higher productivity and
performance Work-Life balance
Costs: Potential rent / fit-up savings Reduction in travel costs
Space and Technology: Flexible, modern office designs supported by current
technology Efficient, sustainable, and supportive building solutions Reduced real estate holdings
Greening: Reduced environmental footprint Sustainable building solutions
Security: Improved business continuity options
Cisco Telepresence
23
Moving Forward PWGSC governance structure and Integrator Team identified Real Estate Modernization plan and potential WP2.0 projects being identified Technology Roadmap in development Implementation planned
As products and tools become available, and As spaces are renovated and new spaces are built (opportunity to modernize
25% of government over next 5 years)
Pilot projects and demonstration sites being implemented New service offerings, products and tools to be developed Integration across business lines, regions and other departments to be
implemented Accommodation funding issues being resolved
24
25
Workplace challenges and opportunities are not unique to Canada
Workplace 2.0 in early stages of implementation
Research has confirmed we are on the right track
We will continue to learn from other levels of government, United States General
Services Administration, industry, The Workplace Network and CoreNet etc
In 2011/12 our demonstration sites will provide concrete examples of the Workplace 2.0
concept
We will continue to partner with all Branches in PWGSC, other departments and outside
organizations to move Workplace 2.0 forward
To Conclude
“Workplace 2.0: Creating a modern workplace that will attract, retain and enable public servants to work smarter,
greener and healthier to better serve Canadians”
Examples of Workplace
Designs
Annex A
26
Health Canada
27
Former 400 Cooper Street
28
Accenture
29
Federation of Canadian Municipalities
30
Alberta Federal Council
31
