END PROJECT REPORT
Project Title: TOUCHDOWN SITES – NORTH SOMERSET COUNCIL Project Reference: AM0103 RIEP Work stream Value for Money – Asset Management Report Author: Yvonne Preece Date: 28th November 2011
End project Report Purpose
The purpose of this report is to: Review the Project using the PID as a baseline comparing the planned project to the actual, delivered project, and determine what has not gone to plan and the impact of this. Ensure that the lessons learnt from the project have been captured, reviewed and disseminated. Provide assurance that all risks, issues have been closed or transferred. Confirm that hand over actions have been agreed. Articulate the position with regard to draw down of RIEP funding. Confirm that the project is on track to meet the desired outcomes and set a post project implementation review date.
How to Use this Document
This document contains a series of different questions which are designed to compare what the project actually achieved against what was originally planned. The questions will also capture what went well and how this learning can be shared more widely.
Any text in italics provides further guidance to help answer questions.
Please answer questions as fully as possible. Most sections will be relevant to all projects but there might be some exceptions. If you are in doubt, please contact your Programme Manager to discuss.
Page 1 of 11 Table of Contents
Page
1 End Project Report History 3 1.1 Revision History 1.2 Approvals
2 Background 3
3 Reasons for closure 4
4 Project Performance 4
5 Risk analysis 5
6 Lessons Learnt 5
7 Post-Project Review 6
Page 2 of 11 1 End Project Report History
1.1 Revision History Revision Previous Summary of Changes Changes marked date revision date 181011 First issue
1.2 Approvals This document requires the following approvals.
Internal (Local Authority) Approval
Name Signature Title Date of Version Issue Yvonne Preece Project Manager Phil Hall Project Sponsor
SW RIEP Approval (Sign off to be managed by RIEP Programme Manager)
Name Signature Title Date of Version Issue Programme Manager Programme Board SMT
2 Background What were the original goals, objectives, and success criteria?
The project was intended to implement Touchdown working as part of a wider change to work styles within the Council, and to enable some co-located working between public sector organisations in the area. Specifically it aimed to: Identify the needs and requirements of staff who are likely to use the facilities Determine a model for roll-out across the district and transfer to other local authorities both regionally and nationally Enable efficiency savings by providing touchdown facilities which will reduce the requirement for staff to commute to central office facilities and reduce the commute miles travelled to help meet Carbon Trust Reduction Targets Enable efficiency savings by providing touchdown facilities which will reduce the business miles travelled by reducing the requirement for mobile and remote working staff to return to central office facilities between visits to customers, delivery of front- line services and reduced requirement for travel to meetings
Page 3 of 11 Support the improvement of service delivery by enabling officers to provide services directly to the consumer Support a reduction in office accommodation costs by supporting initiatives to reduce the number of workstations/desks maintained by NSC through more flexible and mobile working practices
3 Reasons for closure The Touchdown Project delivered a prototype Touchdown site and a range of documentation (listed below) to support other agencies in establishing Touchdown working.
During the lifetime of the Touchdown Project, the Council had the opportunity to buy Castlewood, an office block in Clevedon. An Office Amalgamation Strategy was developed which furthers the Council’s aims in relation to its accommodation, ie increasing efficiency and business effectiveness by rationalising onto two main hub sites with locality hubs and spokes for service delivery.
Learning from the early work on Touchdowns, the occupancy of Castlewood has been maximised by moving to more modern processes under which no-one will have their own desk, ie ‘my space’ changes to ‘our space’ and all desks in effect become Touchdowns. The overall environment enables flexibility by providing facilities such as breakout areas, spaces for confidential calls, formal and informal meeting areas and smaller personal storage. This in turn will enable changes at the Town Hall, with a similar change from ‘my space’ to ‘our space’. Work is progressing to include NHS North Somerset and other local public sector organisations in both the Castlewood and Town Hall sites via the Public Sector Platform project.
The end result is that although the original strategy of establishing a number of small Touchdown sites has not been implemented, Touchdown working has been mainstreamed.
4 Project Performance State the original aim of the project:
To deliver a pilot study which will demonstrate touchdown working and desk sharing to enable staff to effectively change their working practices, work in more mobile ways and develop more collaborative delivery of projects and services.
Did the project achieve what it set out to? Was it successful? If not, why and what elements weren’t successful? What is the impact of this?
The project originally set out to demonstrate touchdown working in a limited area, within the context of people still having their own desk. During the lifetime of the project, North Somerset Council had the opportunity to mainstream the touchdown approach via the purchase and redevelopment of the Castlewood site, where the approach is ‘our space’ rather than ‘my space’. The size of the building means it is also suitable for multi- organisational partnership working and this opportunity has been taken up enthusiastically, with the PCT, North Somerset Community Partnership, the Stroke Association and soon possibly the Police all working from the one base. Most Councils will not have this opportunity; although all the learning from the touchdown project is applicable to limited area
Page 4 of 11 touchdown sites as well as mainstream touchdown working, other organisations may not perceive it this way.
Milestones Performance
How did the project perform against its forecast timescales. Complete the following table to illustrate how the milestones were delivered.
Key Milestone Forecast Actual date Impact date Project Specification for Project 01 May 01 May Manager produced 2009 2009 Appointment of Project 15 May 15 May Manager 2009 2009 Project Initiation End May End May Documentation produced 2009 2009 Approval of PID 14/7/09 14/7/09
Prototype and planning Set up initial Touchdown 31/07/09 31/07/09 base on Council property as a prototype Workshop to confirm 17/08/09 17/08/09 potential pilot sites, users and project team Initial specification including 5/10/09 5/10/09 ICT, telephony and fit-out requirements confirmed Policies and protocols 4/11/09 4/11/09 developed Approach to booking 4/11/09 28/2/10 Tested approach using event agreed management software and confirmed this was not fit for purpose Pilot site on non-Council 3/12/09 Original plan to use Retained Fire property fitted out and Stations not viable for security equipped reasons (can only be used for predefined staff rather than as drop-in). This has also been dependent on decisions about disposal of other Council property and other partners’ plans to move into Castlewood rather than retaining own sites. Impact is that specification for non-Council sites has been developed but not tested out in practice
Feedback from prototype 31/03/10 31/03/10
Mainstreaming Touchdown Space Planning for 23/08/10 23/08/10 Delivered by OAP – dependency of Castlewood this project Fit Out and installation for 31/10/10 31/10/10 Delivered by OAP – dependency of Phase 1 moves this project
Page 5 of 11 Phase 1 moves start 28/10/10 28/10/10 Delivered by OAP – dependency of this project Phase 1 moves complete 16/12/10 16/12/10 Delivered by OAP – dependency of (564 people) this project ICT specifications complete 24/08/10 24/08/10 Delivered by OAP – dependency of this project Desktop gap analysis 24/09/10 24/09/10 Delivered by OAP – dependency of complete this project ICT installation complete for 08/11/10 08/11/10 Delivered by OAP – dependency of initial users this project Communications briefings 23/07/10 23/07/10 Delivered by OAP – dependency of (Managers, Unions, this project Champions) Welcome Pack 12/08/10 12/08/10 Delivered by OAP – dependency of this project Evaluation strategy / plan 15/09/10 15/09/10 Delivered by OAP – dependency of this project Pre-move surveys / focus 30/09/10 30/09/10 Delivered by OAP – dependency of groups this project Post move surveys / focus 30/11/10 – 30/11/10 – Delivered by OAP – dependency of groups 28/02/11 28/02/11 this project
Toolkit Evaluation Report 17/3/11 17/3/11 Case Study 17/3/11 17/3/11 SW RIEP Workshop at 18/3/11 18/3/11 Castlewood Final specification 25/3/11 25/3/11 Final policies 25/3/11 25/3/11 Final Compendium of 25/3/11 25/3/11 Information Final training materials 25/3/11 Awaiting date of RIEP workshop to complete RIEP workshop / website 31/5/11 Dissemination delayed
Financial Performance
Overall Project Budget: £ 45,000 (includes NSC £11K in kind) RIEP Allocation: £ 34,000 Actual Spend to date: £34,000 Reasons for variance: NA
RIEP Funding Outstanding to be Claimed: £16,800 Date any outstanding RIEP Funding will be Claimed: 23rd November 2011
Outputs
Page 6 of 11 Was the output delivered
Page 7 of 11 Output On time To agreed Within quality budget
PLANNING 1. Establishing a Touchdown workflow diagram Y Y Y 2. Model PID In draft Y Y 3. Training Pack In draft 4. Lessons Learned Report Log complete, report in draft 5. Evaluation Report 6. Case Study Y Y Y 7. Evaluation Strategy / Plan Y Y Y 8. User questionnaire / survey Y Y Y
DEMAND ASSESSMENTS 1. Assessment of demand for Touchdown Facilities Y Y Y 2. Demand Estimator spreadsheet Y Y Y
SPECIFICATIONS 1. Desk Booking specification Y Y Y 2. Touchdown Specification Y Y Y 3. Touchdown Assessment Checklist Y Y Y 4. ICT Y Y Y a. WiFi b. Telephony c. MFD / Printing / Fax
USER GUIDES Compendium 1 – for limited area Touchdowns 1. How to book a desk limited area Touchdown example Y Y Y 2. Desk Information Sheet limited area Touchdown Y Y Y 3. FAQsexample limited area Touchdown example Y Y Y 4. IT User Guide limited area Touchdown example Y Y Y 5. Office Protocols example Y Y Y
Compendium 2 – for Mainstream Touchdowns 1. Mainstream Touchdown FAQs example February 2011 Y Y Y 2. Office Protocols example Y Y Y
POLICIES 1. Touchdown Working Policy Y Y Y 2. Reciprocal Agreement Y Y Y 3. Equalities Impact Assessment Y Y Y
BENEFITS MANAGEMENT AND EVALUATION 9. Benefits Model Y Y Y 10. Benefits Register In draft
Outcomes
Page 8 of 11 List the outcomes that can be assessed at this stage. (Others will be assessed at the Post Project Implementation Review).
i. Specification for touchdown working delivered ii. Prototype touchdown delivered iii. Toolkit delivered iv. Analysis of usage levels of sites/facilities demonstrates 7 : 10 desking ratio across North Somerset Council and partner organisations v. Engagement of partner organisations vi. End of leases on surplus buildings
What benefits have been achieved?
Benefits The contribution of Touchdown facilities to overall efficiency needs to be seen as part of an overall approach. A model to set out how the individual components of Touchdown working combine together to deliver improvements is set out on the next page.
A Benefits Register has been developed and is available as part of the Toolkit available
Given that the Council changed its approach from having a limited number of Touchdown sites available, to a more mainstream approach to Touchdown working (ie it is the default way of working rather than an exceptional or occasional one), it is difficult to assess what the benefits would have been had the original approach been used. However, it is probably fair to say that the Touchdown project to some degree paved the way for the wider approach, which has enabled: 1. Reduced office accommodation costs - contributed to move to 7:10 desking ratio. (Surplus properties now on market which will reduce GIA / NIA occupied by Council but too early to quantify benefit actually achieved) 2. PCT moving into Castlewood ie shared accommodation with strategic partners (planned move date July 2011) 3. Ability for multi-agency teams to work together thus increasing integration (First Impressions of Castlewood (Wave 4) survey, Jan 11) 4. Modern workplace – Wave 4 survey identifies some staff reporting the modern and uncluttered environment enhancing professional working and better communication with others (although the bright and airy environment was not universally liked as shared space implies lack of control eg over lighting levels and temperature, and the more corporate approach is less homely)
It is expected that benefits in terms of: Reduced carbon footprint Reduced Estates churn Reduced travel claims and time saved on travel will also be achieved but currently too early to quantify
Page 9 of 11 Is the project on track to deliver the remaining planned outcomes? If not, why not? What is the impact of this to the RIEP priorities?
Yes but approach to dissemination of the toolkit and setting up of workshop need to be determined in light of changes to context in which project took place (ie Castlewood and changes to SW RIEP).
5 Risk Analysis Closing Project Risk Register / Handing over open risks Are all the Risks identified on the Risk Register/Log/Template closed? Y For those that are not, have owners been identified actions to manage into the future? NA Have those risks that may affect the operational use of the outputs been articulated? Y
Assessment of risk capture Did any risks arise that had not been captured? If yes, why? What was the impact? NA
6 Lessons Learnt What went well? What did not go so well? What was lacking?
Critical Success Factors and Lessons Learned
Page 10 of 11 1. There needs to be an overarching strategy for flexible working, within which the Touchdown strategy can be developed (see ‘Establishing a Touchdown’ process) 2. Touchdown demand is multifactorial and is driven by caseload as well as geographical remoteness. It is therefore linked to deprivation and population 3. Multi-agency Touchdown demand is stronger within a tightly defined geographical area and across sectors (eg Council. Health, Fire and Police), rather single sector / wide area (eg all SW Councils) 4. Touchdowns need to be in a permanently staffed location with a Reception desk, for simplest approach to security: a. Providing a security code (eg digilock) to the numbers of staff involved in mobile working across all public sector organisations in North Somerset renders it insecure b. Organisations use differing swipe card systems so staff would need multiple swipe cards (impractical and costly) c. Lone worker issues around unspecified staff visiting unstaffed locations 5. A high degree of ICT standardisation is essential to maximise the number of staff and range of organisations who can participate, with a VPN approach for access to other agencies' networks and systems 6. Reciprocal Agreements work better than trying to agree detailed common policies 7. Unless touchdown is mainstreamed, fit for purpose desk booking software is critical to maximising the number of sites available (ie not event management software) 8. Over specification of sites makes them unnecessarily difficult to deliver 9. Mainstreaming the Touchdowns project places greater reliance on achieving an appropriate IT solution 10.Even the simplest approaches in relation to IT are likely to require funding (eg increased utilisation of laptops and greater standardisation of end user devices rather than merely recycling existing kit) – this can jeopardise otherwise good schemes 11.Lack of engagement of managers and staff can lead to reluctance to use the Touchdown Areas
A Lessons Learned Log is available as part of the Toolkit is available
How have these been shared for the benefit of future or other projects or pieces of work within your Authority/Partnership?
A Touchdowns Toolkit has been developed. This will be disseminated via a workshop and SW RIEP website
Has this information been included within the completed case study for your project? Yes
7 Post-project Review (PPR)
Subsumed within Office Amalgamation Project Post Project Review – currently about to undertake post-occupation survey re Castlewood site
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