Bury St Edmunds

1

• Bury St Edmunds
• Public Service
• Village

2

• Driven by Gershon review and our own AMP
• 6 public agencies coming together
• ? Police ? SCC
• ? Magistrates ? SEBC
• ? PCT ? West Suffolk College
• One location through multiple estates
  consolidation
• Secure economies and improve efficiencies

3

• Phase 1 SEBC and SCC Outline Business case
• Wider partners inclusion through later phases

4
(No Transcript)
5
(No Transcript)
6

• Programme management
• Working across two authorities
• Joint SEBC/SCC programme management
• Robust Programme structure and governance
• Multiple projects to deliver
• 9 work streams with over 30 different projects
• Rigorous management processes in place
• Tight timescale for delivery
• Robust programme plan
• 4ps Gateway Compliance ensuring programme is
  maximising resources and opportunities

7

• New Build 20 million
• Asset Disposals 7 million
• Net Cost 13 million
• Revenue Savings of 700,000 per annum

8

• Each authority expects almost equal revenue
  savings
• The building is innovative in its design to
  reduce running costs and maximise sustainable
  methods of energy generation eg ground source
  heat pumps, solar panels and wind turbines
• Creates the environment for integration of front
  and back office services as well as building
  operational services such as FM and maintenance
  etc.
• Business case doesnt include soft savings such
  as reduced travelling between offices etc.

9

• Both authorities are working towards more
  flexible new ways of working.
• They have identified a number of different
  workstyles and their associated ratio for
  workstation requirements. SEBC are currently
  piloting some of this work.
• The programme is also learning from the
  implementation at SCCs HQ in Ipswich where they
  currently operate a less than 70 staff to
  workstation ratio.

10

• Nine workstreams in our programme, of which 4
  are property related
• Its a people programme not just a property
  project
• Robust programme management and clear governance
  arrangements
• Honeycomb diagram
• Use of Sharepoint
• Challenges of one programme team made up from
  representatives from each Council

11
Councillor Group
Programme Board
Building Maintenance Robin Leeks
Public Service Village Programme
Structure Version 4.7 26/03/2007
Reprographics John Arkle
Cleaning,Catering and Grounds Nick Reynolds
Furniture John Arkle
Occupancy/ Space Planning and Move
in Martin Russell
Storage/Filing John Davy
FM Services Nadine Coleman
Oasis Implementation Liz Curtis-Woods
Security John Coleman
Mail Logistics Hannah Leys
Computer Accommodation Office
Technology Andrew Brindle
Property Disposals Betty Albon
CAT B Construction Rod Burton
Facilities Management James Carrick
Requirements and Integration Chris Woodhouse
Infrastructure James Wager
Client Fit Out TBC
Procurement Of Main Build Rod Burton
Property Strategy/ Disposals Betty Albon
ICT Chris Woodhouse
Move In James Wager
Design Main Build Rod Burton
Planning Joanna Griffin-Shaw
Programme Support Office
Transport Environment Andrea Mayley
Audit/ Assurance
Building(s) Design Joanna Griffin-Shaw
Finance Legal Chris Barber
Comms Marianne Hulland
Travel Plan / Car Park Peter Smulders
Internal and External Debbie Install
CAT A Construction Rod Burton
FinalBusiness Case Daryl Cockman
HR Workstyle Louise Hammond
Customer Access Deborah Farrow
HR Strategy Louise Hammond
Budget Management Sally Reeder
Customer Access Deborah Farrow
Legal David Holt
Decant Louise Hammond
Training TBC
Consultees
Diversity Davina Howes
Workstyle Louise Hammond
12

• Integrating service provision across two
  authorities is challenging.
• These include
• Facilities Management
• ICT Infrastructure
• Front Desk
• Non traditional link, eg SCC Adult
  Services/Benefits/Homelessness
• County and Borough Engineers
• SCC Children Services SEBC Youth Team
• Longer Term merger of Business Systems

13
ICT Integration Strategy

• Commonality of network infrastructure, desktop
  specifications and applications, telecoms etc
  plus single management of their operation.
• A 3 phase approach concentrating on delivering
  the unified network in the project phase,
  initial stabilisation of delivery in the
  go-live phase and further integration of
  business applications in the steady state phase.

14
ICT Integration Strategy
15
ICT Integration Strategy
16

• Communication
• Village People/Intranet/Drop in
  sessions/Newsletters
• Joint committee/Joint programme team/Programme
  Away Days
• Utilisation of expert resources when
  required/Staff involvement in new ideas/BPR etc.
• Improved catering facilities/reduced/free public
  transport equivalent Section 106 Contribution

17

• Piloting, where practical, new ways of working
  and hot-desking
• Good communications timely, accurate and honest
• Travel Plan officer on board and working on
  Travel Plan involving staff in this process
• Setting and managing expectations
• Principles of occupation
• Open plan working
• New ways of working (home working etc.)

18
Lessons learned to date

• Set up robust programme governance with decision
  making powers early on, joint programme office
• Opted for a Joint Committee
• Financial Advice VAT Advice/Stamp Duty
• Ensure enough and appropriate resources are
  allocated, where necessary bringing in expertise
  from outside the organisation
• Establish a staff working party to help with
  research, relaying information and general
  involvement of staff
• Dont under estimate the change management
  aspects
• And finally its hard work but fun working in a
  close team environment across traditional
  boundaries