Return to Agenda

Division(s): N/A

ITEM EX8

EXECUTIVE: 6 APRIL 2005

CORPORATE POLICY FOR MODERN WORKSTYLE IN COUNCIL OFFICES

Report by Director for Resources

Introduction

  1. This report seeks the Executive’s endorsement of a policy for Modern Workstyle and guidance for Flexible Working – attached as Annex 1 (download as .doc file). Modern Workstyle would then be applied incrementally to all County Council offices as and when opportunities arise, and subject to affordability.

  2. City Council officers have indicated that they would be prepared to recommend that the City Executive Board adopt this as a joint policy. The brief for joint County and City Council offices, as part of the West End Project, would then secure the accommodation and facilities to allow all City and County staff headquarters to work in accordance with the corporate policy.

    3. Background

  3. The Oxfordshire Plan – 2004/05 – has a priority to ‘use our Property Assets more effectively and to improve the environment of our schools and other public buildings’. ‘Raising our Performance 2’ includes commitments to ‘Make Oxfordshire County Council an employer of choice through a fresh approach to Human Resources’ and to ‘improve the quality of the working environment for our employees’.

  4. The Authority has a number of well-established policies relating to flexible working and home working. These have been consolidated into a single Flexible Working/Work Life Balance Policy (Annex E to policy/guidance).

  5. Corporate ICT is creating a Service Level Agreement, which provides clarity to all aspects of its services including those directly relevant to the Modern Workstyle/Flexible Working approach. Relevant references are contained within Annex D.

  6. Occupancy surveys in headquarters buildings indicate that the levels of occupancy range from below 50% to 70+%. In many of the Council’s buildings there are pressures on space, shortage of meeting and other facilities and generally the working environment is less than satisfactory. Ad hoc changes to office layouts have often resulted in ineffective use of space and adverse impact on environmental conditions. A consistently applied Modern Workstyle approach is needed for future property rationalisations and smaller changes. Implementation Plans for the Review of Property Assets have been provisionally based on the adoption of this as a corporate policy.

    7. Developing the Policy and Guidance

  7. A Steering Group comprising the Heads of Property, ICT and Human Resources and including a representative of UNISON has coordinated the production of the draft policy and guidance.

  8. The draft policy, principles and guidance have been endorsed by the Business Managers’ Group, Heads of Service (Policy Advisory) Group, CCMT and the County Council/Employees Joint Consultative Committee, the latter with reservations and comments (see Annex 2 (download as .doc file)). Where comments were relevant the policy and guidance have been amended. An external evaluation of recent accommodation changes, i.e. Foxcombe Court, Clarendon House, Speedwell House, together with comments received from the above groups, has assisted with shaping the policy and guidance and highlighting areas for close attention when planning and implementing future accommodation changes. Until a corporate policy is endorsed and introduced no Directorate could claim to be operating Modern Workstyle as intended by the corporate policy.

  9. A distinction has been made between Modern Workstyle and Flexible Working. The proposed approach is that the Modern Workstyle policy and principles would apply to all office and non-office staff where Modern Workstyle has been introduced. There would be no compulsion for staff to work flexibly where it would not be appropriate. However, there is an expectation that services and teams should explore the benefits operationally and for individuals. Otherwise it would not be possible to optimise the benefits of Modern Workstyle.

    10. Communication, Consultation and Support

  10. Staff/members are being updated on progress via the County Council Intranet and in ‘The Post’. Staff feedback on the draft policy has assisted in its production and will continue to help with its future development. The Intranet pages will be expanded to provide Questions and Answers to related issues and will advise on the implementation of projects. The approach recognises that it is most important to involve staff at all stages when there are proposals for accommodation changes that affect them.

  11. A Modern Workstyle Working Group comprising appropriate disciplines, currently reporting to the Steering Group, will become a specialist in-house, multi-disciplinary team to advise on the introduction of Modern Workstyle and its implementation as part of major accommodation changes and to review the effectiveness of the policy/guidance.

    12. Implementation

  12. If the corporate policy is adopted, then it will be applied where changes are made to County Council offices wherever practicable and affordable.

  13. Opportunities have arisen with the implementation for the Review of Assets (Northern Area offices, City offices and further rationalisation to Southern Area offices), subject to approval of business cases.

  14. A business case for Central offices reorganisation, i.e. a separate project to the City offices review, is being considered and, subject to financial viability and other considerations, will be presented to the Executive on 7 June.

    15. Financial and Staff Implications

  15. The financial implications of accommodation changes/project rationalisation will take into consideration the capital and revenue consequences of the corporate policy as part of each individual business case and project approval.

  16. The key drivers for this corporate approach are service/staff driven. As a fully integrated approach Modern Workstyle incorporates service/staff/customer benefits with property opportunities, ICT development, social inclusion and sustainability considerations. It is expected that other benefits, e.g. business continuity, could accrue from a more flexible approach to ways of working.

  17. Improved working environments will result from introducing Modern Workstyle. Provided that open plan offices are designed thoughtfully, including an adequate provision of meeting space, appropriate storage and other facilities, offices should become more comfortable for staff and visitors. Where open plan working has been introduced there have been improvements in team working and communications to/from managers.

  18. By using property more effectively it should be possible to reduce the amount of accommodation needed, and therefore achieve reduced revenue and capital costs, but investment in ICT, information management and additional corporate facilities will be essential. In each case affordability will depend upon the balance of investment needed and savings from reduced property costs.

    19. RECOMMENDATION

  19. The Executive is RECOMMENDED to endorse the draft Corporate Policy for Modern Workstyle and Guidance for Flexible Working, including the consolidated Flexible Working/Work Life Balance Policy at Annex E to the Policy/Guidance.

JOHN JACKSON
Director for Resources

Background Papers: Nil

Contact Officer: Neil Monaghan, Head of Property, Tel: 01865 815712

March 2005

Return to TOP