MUNICIPAL EXCELLENCE NETWORKPRACTICE COLLECTION FORM

General Information

Date May 29, 2015

Name of Practice Flexwork Hub

Name of Municipality City of Calgary

Your Name and Title Sharon Purvis, Director, Corporate Properties & Buildings

Phone Number 403-268-1445

Fax Number N/A

E-mail for Practice Contact(s) Sharon.Purvis@calgary.ca

Mailing Address 800 MacLeod Trail SE, Calgary, AB T2G 2M5, Mail code: 8052

INTRODUCTION

When completing this form, use your own words and share your practice in a story format. Please do not include any derogatory comments. Use paragraphs and bullet points to organize your practice. This is not a business case but instead is intended to be informative for your peers, showing them the processes and outcomes of your practice. Be sure to focus on what you learned so that it is helpful to the reader. Click in the white boxes to type in your answers. The boxes will expand as you type.

Abstract:What is the practice you developed or are developing (brief abstract)?

Please briefly describe the final practice developed. (e.g. if you developed a new Council agenda, list the agenda items, or if a new communications plan was created, provide a summary of the plan’s goals, objectives and highlights.)

The Flexwork Hub is a centralized, multi-functional drop-in workspace that is accessible to all City of Calgary staff. It was designed to

- support the flexible workstyles of City staff by providing technology, access to Wi-Fi and a variety of workspaces to enable mobility and productivity;

- test new shared space design concepts that will help The Corporation avoid future real estate costs;

- help develop an on-site method of assessing how space is used for accurate metrics and observations

- collect feedback directly from users to determine corporate readiness and need for similar spaces; and

- inform the development of an overall strategy for the design and implementation of future Flexwork Hubs in City of Calgary buildings across the city.

This project was the first early adopter project of the Tomorrow’s Workplace program, a five year Council-approved initiative that is building the foundations for a sustainable, collaborative and flexible way of working at the City of Calgary. Tomorrow’s Workplace projects, like the Flexwork Hub, will help The City

- cultivate an innovative and collaborative workplace;- attract and retain the best staff;- reduce the Corporate environmental footprint;- avoid future real estate costs; and- provide better services to citizens

By developing this practice, Tomorrow’s Workplace not only provided a productive space for employees, but also demonstrated how to execute a multi-disciplinary project through strategic partnerships and processes.

Need:Please describe (just a couple of sentences or bullet points) why you needed to create this practice (policy or process).

What issue made it necessary? (e.g. “We needed a comprehensive plan to deal with…”, or “We needed an annual forecasting tool because…”)

Originally within the longer term work plan of Tomorrow’s Workplace, the intent of the hub space was to support The City’s already mobile workforce which often moves between City buildings and needs a place to maintain productivity when not at their normal work location.

The project was accelerated due to the events and learning from the flood in 2013. A post-flood analysis revealed that displaced employees could continue to be productive away from their usual workspaces as long as they could connect to The City’s network, access the necessary files and collaborate with their teams. An alternate workspace with readily available technology was needed so that employees would be able to work flexibly, maintain productivity and avoid losing work hours due to business interruptions.

CREATING YOUR PRACTICE

Research:How did you obtain information to help design your practice (including consultation with stakeholders, formal and informal research)?

Please include any research documentation you can share, or give us a source reference (e.g. Web site, literature, “We reviewed the bylaws from other municipalities in the area…”).

As the Flexwork Hub was a new concept for the City of Calgary a number of different examples were looked at for inspiration. The main objective of conducting the research was to understand how this space could be used and identify what type of workspaces should be provided.

The research was conducted primarily through website searches and site visits. Local examples were

gathered from well known entities such as Calgary Economic Development Business Centre and Air Canada Maple Leaf Lounge and others from local co-working locations such as CoWorkYYC and The Commons Calgary as well as hotel business centres.

The project lead also did research through attending World Workplace, a conference dedicated to the management of corporate facilities where there were speakers from a nationwide co-working brand called Regus Co-working and an up-start co-working brand called NextSpace. Some work was done to contact these companies and understand the services and resources provided in these types of spaces.

HOK, a global architecture and design consulting firm was also brought on to the project and provided information about industry best practices and offered the opportunity to tour other similar spaces that they had designed.

Process:How did you go about designing your practice? For instance, did you create a team, hire a consultant, or borrow something ready-made from another jurisdiction?

Describe briefly who did the design work and what process they followed.

Tomorrow’s Workplace is a partnership between The City of Calgary’s Human Resources (HR), Information Technology (IT) and Corporate Properties & Buildings (CPB) business units. The program was developed as a multi-disciplinary team with leads from each of these business units with the intention of pulling subject matter experts to work on specific projects. In addition, Tomorrow’s Workplace has team members with experience in communications, change management, business administration and project management. The Flexwork Hub project team was made up of a select group of Tomorrow’s Workplace team members and augmented by experts from operational groups.

As this was a new type of space for The City of Calgary, it was determined that the project team needed additional expertise with experience in delivering this type of space. Consultants from HOK, Emans Smith Andersen Engineering and Mulvey & Banani International were added to the core project team to provide architecture and space design, mechanical engineering and electrical engineering experience.

The core project team members included a:- Project Business Owner, Building Infrastructure (CPB)- Project Sponsor, Tomorrow’s Workplace- Project Lead, Tomorrow’s Workplace- Project Manager, Tomorrow’s Workplace- Communications Strategist, Tomorrow’s Workplace- Technology Lead, Tomorrow’s Workplace- Construction Coordinator, Space Planning (CPB)- Internal Design Consultant, Space Planning (CPB)- Workplace Strategy and Design Consultant, HOK*- Architectural Technician, HOK*- Mechanical Engineer, Emans Smith Andersen Engineering*- Electrical Engineer, Mulvey & Banani International*

*Denotes consultant services

Key stakeholders from internal business units were also consulted with on a regular basis to create a deeper understanding of the requirements for the delivery of the space. They included:

- Environmental and Safety Management- Facility Management (CPB)- Space Planning (CPB)- Infrastructure and Information Services- Corporate Security- Customer Service & Communications

From the beginning of the planning phase the mechanical, electrical, furniture, technology, security and maintenance aspects of the space were evaluated equally. The shared perspective of the project ensured each expert was able to provide input to remedy any challenges that came up. Proposed designs and approaches were evaluated by the project team and the project lead communicated with Space Planning to ensure the final design was sustainable and aligned with the delivery of new space standards.

GETTING APPROVAL FOR YOUR PRACTICE

Authority:Whose/what approval did you need to create and implement the practice?

A group of stakeholders were identified to guide the decision making for the design and implementation of the Flexwork Hub as well as the communications and branding of the space. These stakeholders were primarily from Corporate Properties & Buildings as the focus of this project was the design of the space and this would be the group responsible for sustainment. They included

- Manager of Tomorrow’s Workplace- Program Manager of Tomorrow’s Workplace- Manager of Building Infrastructure- Coordinator of Space Planning- Director of Corporate Properties & Buildings

The business sponsor and funding sponsor supported, discussed and provided advice throughout the project. All project decisions were approved by the business sponsor and were reported to the executive sponsor for final approval.

Reporting:How did you inform the decision-maker(s) about the practice and your need for their approval?

Please note the name of any documents provided to the decision-makers that you would be willing to share.

The project lead held bi-weekly sponsor meetings in which project status was communicated and decisions were made. The project lead updated the project team in weekly team meetings and held informal update meetings with the key stakeholder group. The overall program team received status updates from the project team.

Consultation:Did you consult with stakeholders as part of your approval process?

If so, how? If possible, attach a copy of templates, surveys or other documents you used as part of your consultation.

The primary operations stakeholders, consisting of Facility Management, Information Technology and Infrastructure & Information Services, consulted on the design, construction, risk assessment and chartering of the project.

Customer Service & Communications (CSC) and Environmental and Safety Management (ESM) were engaged on a monthly basis as Subject Matter Experts to align the installation of digital display units and recycling/garbage bins with the construction timeline.

Facility Management was contacted bi-weekly to exchange information regarding progress to date on HVAC and lighting retro-fit-ups and potential complications from other projects on neighbouring floors. Infrastructure and Information Services (IIS) was consulted to ensure compliance with City of Calgary building engineering standards.

Environmental and Safety Management was contacted on a monthly basis to give progress on construction of the space.

Engagement was not done with City employees prior to the building of the space, other than the results from the post-flood analysis, due to the fact that the concept of a “hub” was not a known entity and the Flexwork Hub was being built to provide a tangible space for users to experience. A comprehensive research methodology was developed to gather feedback and user behaviour during the three month test period after opening. This information will be used to inform a corporate hub strategy.

IMPLEMENTING YOUR PRACTICE

Plan:Describe the process you went through to implement the practice. If you used an implementation plan, please note it here.

While the process of workplace planning design and construction is a typical process that Corporate Properties & Buildings executes in regular operations, the Flexwork Hub was a somewhat different undertaking. Conventional workspace at The City is designed with the expected outcome that a business unit will become the primary occupant of the space and to some degree take ownership. The hub was different in that there would be no one occupant and the workforce using it would be more transient. In order to create the Flexwork Hub, the project team was challenged to think beyond existing space standards and practices. Just as the intent of the space was to not be owned or used by a specific group, no group was given sole decision making authority throughout the implementation of the project. Guidance from the sponsors and the project lead ensured stakeholders remained accountable. This resulted in an adaptable approach that not only ensured the success of the project, but also created additional benefits for stakeholders. Below are the general steps that were followed as part of the implementation plan:

1. Design

- Developed floor plans- Designed mechanical and electrical systems- Determined finishings and choose furniture- Developed “look and feel” for flexible spaces to ensure continuity with future spaces

2. Construction- Demolished current space- Framed new space- Installed finishings and furniture- Incorporated graphics- Installed technology- Incorporated communications (Digital Display Units to display corporate communication

and space information, norms and protocols, info sheets)

3. Promotion- Developed a communications campaign for internal channels which included articles on

internal website, posters, way-finding signage/video, Yammer posts, email blasts, hub web page)

4. Analysis/Evaluation- Developed testing methodology for the three month testing period (see evaluation

section)

5. Operations- On-going operational monitoring in regards to usage, resources and costs required to

operate and maintain a hub- Development of an operations manual

6. Future Implementation- Development of a Corporate wide hub strategy

Policy:What changes to bylaws, regulations or procedures were needed to implement this practice and how did you deal with them?

Please attach a copy of the change in bylaw, policy or procedure.

As the concept of shared flexible workspaces was unique to The City of Calgary, the project team had to define:

- What the space would look like- Who would operate the space, how they would operate it and who would fund operations- How to grant security access to all City employees who did not previously have access to

the floor that the hub is located on- How to maintain security in the space- Who would resolve space and/or technology issues

- Who would provide information and resources to first-time users- What kind of fire codes and procedures needed to be in place

The project team worked with their partners to develop a shared funding model that allowed innovative approaches to space design, space access, space governance, security components and environmentally efficient assets.

When:When did your municipality begin to use the practice? Was it implemented all at once or in stages?

Construction on the space wrapped up by September 10, 2014 and the pilot space was officially open to City employees on September 15, 2014. It was observed by Tomorrow’s Workplace members for a three month test period. Following the test period, Tomorrow’s Workplace will operate, manage and continue to gather learning from the hub. Following this, Corporate Properties & Buildings will likely take over this role and be responsible for the delivery of future hubs at The City of Calgary.

Who:Who was responsible for implementing the practice?

If someone else is responsible for ongoing management, who is it?

Tomorrow’s Workplace led the research, design, construction and testing of the space from its conception to the completion of the three month test period. Following the test period, Tomorrow’s Workplace will operate, manage and continue to gather learning from the hub for the period of one year. After this, Corporate Properties & Buildings will likely take over this role; however this has yet to be fully defined as a future Corporate-wide strategy. The project team is also responsible for developing the tools (i.e. an operations manual, hub strategy, etc.) for Corporate Properties & Buildings to develop and sustain future Flexwork Hubs.

RESOURCES REQUIRED

Budget:How much did it cost you to design and implement your practice (i.e. We saved/spent $XX per year)?

What are your ongoing operational and capital costs, if any?

The project costs included:$50,000 for Research and Design$231,000 for Interior Fit-up Construction$182,000 for Base Building Upgrades$19,000 for Testing and Operations

The project team is currently monetizing the costs avoided by implementing this space but do not have finalized figures at this time.

Staff:What human resources did you need to design, implement and manage your practice? (e.g. “It took X staff member(s) X months on this” or “This is part of normal staff duties.”)

Over the course of approximately 18 months, about 28 people were involved in the Flexwork Hub project. The core project team consisted of 12 people, the design team of four people and the construction team of 11 people. A concierge was also hired for the first 3 months of operations to help document space use and user feedback.

Infrastructure:What “capital costs” (such as information technology, other equipment or building assets) did you need to design, implement, manage, and/or evaluate your practice?

As a pilot space, the project team was able to install and test new furniture and equipment not previously in use at The City. New removable wall panels, height-adjustable desks, and bench seating were installed and tested. In addition, the space included the installation of new digital control systems for both the HVAC and LED lights as a requirement of The City of Calgary’s energy reduction program. The space was designed to support 24/7 access for City staff attending council meetings so a separate, automated HVAC system was installed in addition to the main building HVAC system, to reduce energy costs outside of standard operating hours. Other infrastructure assets included desktop computers, digital display units to support corporate communications, a wireless device charging station, a paper shredder and a printer/scanner.

EVALUATING YOUR PRACTICE

Formal:If you did a formal evaluation (e.g. user satisfaction survey, analysis of annual expenditures or number of rate payers served) for your practice, please describe the evaluation tool and the process used.

Tell us who was involved.A number of different formal evaluation methods were deployed over a three month test period to capture a comprehensive data set that afforded a deeper understanding of users’ responses to the space. They

involved:

Card swipesCorporate Security was able to document the number of users who scanned their security cards to enter the space as well as when the cards were scanned and how often. This data was the most accurate measure of individual visits, however, it could not account for employees who entered the space while other users held the door open.

ConciergeBesides offering assistance and answering questions on the space, the on-site concierge was tasked with recording the number of users in the space in an analytics workbook to supplement the security card swipes. Using space tracking and user activity measures, he also recorded where users chose to work, how long they were there for and what kind of behaviours they demonstrated within the space.

On-site and online surveysDeveloped and monitored by the project team, an on-site survey was offered in the space for the entirety of the three month test period to give users a chance to submit their comments, suggestions and questions about the space. A separate online survey was offered to all employees part way through the 3 month test period to identify why non-users had not used the space and to collect their thoughts around the availability of flexible workspaces at The City of Calgary.

IT account statementsThe project team also collected IT account statements with cost and usage details for the printer/scanner in the space. These statements not only reported on whether or not staff was using the equipment, but also created a baseline projection for printer/scanner use that can be added to considerations for future Flexwork Hubs.

Informal:If you did an informal evaluation, describe what you did (such as discussing the practice with people in the office or on the street, or letters/comments received).

Informal evaluation methods were also deployed over the three month test period. Qualitative data was collected through:

- Written comments on the whiteboards in the space- Yammer social media platform posts- Engagement conversations between leadership, management and the Tomorrow’s Workplace

team- A customized email address for discreet inquiries- Comments on hub promotional articles posted on the myCity intranet portal

Performance measures:Please list the performance measures for this practice (i.e. reduced number of complaints, money saved, or change in equipment life expectancy.)

Please list the process you used for measuring performance, (i.e. We do annual surveys on…) examples include: collecting data establishing a baseline applying the measures results follow up

As the first of its kind at The City, there were no baselines for a space like this to measure from. The project team decided that performance of the space would be measured by how frequently the space was used by City staff, how long they stayed in the space to work and the frequency and quality of positive feedback that was received.

The original projected target of 300 visits, which was based on user interest at the time, was completely eclipsed by 3485 visits as recorded by Corporate Security card swipes and the concierge over the three month test period. Of those visits, 770 different users who entered the Flexwork Hub were recorded as first time visitors, suggesting a large number of repeat users returned to work in the space after their initial visit.

Users were recorded using the space for periods between 30 and 75 minutes at a time which equated to an average of 30 productive hours per day (duration of use multiplied by the average number of people for one day). 90% of users reported through survey feedback that the space allowed them to stay productive and 95% reported that they would return to use the space again and recommend it to a colleague. They also commented that the hub was an “awesome, practical and relevant space”, better than asking a colleague to borrow their desk, “very useful”, that it “minimizes loss of productivity due to travelling and scheduling complications” and that they were “able to be productive and available after an offsite meeting late in the day rather than cutting the day short”.

Overall, users were positive about the space and seemed to appreciate the ability to connect and share their comments with the project team directly.

Changes:(a) Based on the evaluation (formal or informal), describe any changes you have made, or would like to make, to your practice as a result. (e.g. “After implementing this practice, we decided that it would be better if…”)-or-(b) Has your practice met your expectations and if so, how?

Initially, the Flexwork Hub was designed with the intention of having users tell the project team how they thought the space should be used. However, feedback from the surveys and materials left in the space indicated that users were conflicted over whether the space was a quiet, heads down workspace or if it was a place to meet with others. Due to incidents regarding noise complaints, a portion of signage in the space was revised to clarify use of the different zones. City employees may become more familiar or comfortable with norms and protocols for using shared space as flexible work becomes more prominent in the organization, but the size and proximity of different workspaces in future hubs will need to be a consideration in future hub designs.

Feedback from users was also used to make the decision to add a charging station for mobile devices as well as a paper shredder for added convenience and security in the space. In future Flexwork Hubs, provisioning of this equipment may or may not be necessary depending on the location, nearby amenities and/or employee need.

One consideration that requires further investigation is an approach to stimulate and maintain a sense of culture and community between users of the space. Establishing community would enable the hub to become more than just a workspace for employees and may encourage greater collaboration in the organization.

LESSONS LEARNED / BENEFITS RECEIVED

Benefits:What are the benefits of this practice to your municipality? (e.g. Preparation of Council agenda packages now requires less time, etc.)

Supports flexible work and enables employee productivityProviding a variety of drop-in workspaces and technological solutions in a central location enables City staff to be productive as they do their work on the go. During the 3 month test period, the minimum 30 productive minutes gained by the 3485 users of the hub, who would have otherwise lost work time in between meetings, could be equated to $67,000 based on an average salary of $70,000/year. The steady

increase in usage of the hub during this period indicates that the minimum productivity gained will continue to increase as flexible work becomes more prominent across the organization.

Aids business continuityThe location of our municipality makes it prone to unique weather events on top of the usual interruptions to business operations like power outages, water main breaks, building closures, etc. Providing alternate work locations all over the city allows for employees to continue working and providing critical services to citizens even in the event that something happens to displace employees at any location. Shortly after opening, a power outage occurred at a nearby City building and, almost immediately, we received reports that the displaced employees filled up the Flexwork Hub so they could keep working.

Avoids future real estate costsTomorrow’s Workplace and its partners on the project were able to effectively turn a space of 1,400 square feet that previously accommodated only 10 employees into a space of 1,400 square feet that accommodates up to 37 employees. Making current spaces more efficient and creating more flexible workspaces now will help the organization avoid spending money to expand its real estate portfolio and position it to be able to accommodate future growth.

Generates excitement and acceptance for flexible workThe success of the Tomorrow’s Workplace program and flexible work at The City of Calgary depends on how well it is received by City employees. The Flexwork Hub is the first physical Corporate example of flexible workspace for City employees. It helps the Tomorrow’s Workplace team prepare the organization for flexible work by bringing attention to, and building understanding of, efficient workspace design standards, employee-supervisor trust issues around working away from each other, team expectations and communication protocols, the concept of “we” space instead of “me” space, safety and security considerations, and more.

Energy reduction and training opportunitiesThe opportunity was presented to replace the old light fixtures with an environmentally adaptive lighting system which enabled Facility Management to upgrade the electrical lighting control system ahead of their proposed upgrade schedule, avoiding future costs of base building renovations. The new lighting system reduces costs by using less energy due to the installation of LEDs rather than florescent T8 tubes and motion and daylight sensors. It also improves lighting in the space and can now be expanded upon when the light fixtures on the rest of the floor are replaced in the future. As this lighting system was new to City facilities, it will also provide the opportunity for maintenance staff to be trained on the use of the new system.

Increased employee collaborationThere is anecdotal evidence from employees, as well as observations from the concierge during the 3 month testing period, that the space provided the opportunity for employees from different business units to spontaneously connect and collaborate. There has also been information sharing that might not have otherwise taken place which has resulted in improved business outcomes.

designing; obtaining approval; implementing; and evaluating your practice?

Include any problems, surprises, and unanticipated benefits. (e.g. “We realized that we needed to spend

more time…”)

First and foremost, we learned that there is a growing need for flexible workspaces like the Flexwork Hub in our organization as employees become increasingly mobile, and that it is possible to build non-traditional workspaces that successfully support this way of working. The bottom-up approach to engaging City employees seemed to improve their reception of the new space and increase their enthusiasm in influencing future improvements. After all, the users determine whether or not the space is successful.

This project was a successful instance of breaking through traditionally siloed approach to projects as partners from multiple business units, departments and organizations were involved throughout the entire process. Using this opportunity to test new furniture and space types allowed the project team to create a representation of a mobile workspace looks, feels and functions. It also allowed Tomorrow’s Workplace to promote the idea that space does not belong to any one person, business unit or department.

Advice to Municipal Peers:What advice would you give to another municipality that is considering adopting your practice? Is there anything you might have done differently?

The Flexwork Hub is an innovative approach to designing workspaces, supporting flexible work and collaborating between business units. It not only delivers functionality to enable City employees to stay productive away from their desks, but demonstrates the ability to make Corporate spaces more efficient and save on real estate costs. Reproductions of this practice in other municipalities could improve employee morale, employee productivity, collaboration, service delivery, real estate costs, environmental efficiencies and more.

Involve the right people from the startProjects that have implications across a number of different disciplines require input from those areas in order for the planning, design, construction and execution to be successful. The partnerships with Space Planning (SP), Facility Management (FM), Environmental and Safety Management (ESM), Building Infrastructure (BI), Information Technology (IT), Corporate Security, HOK, Mulvey & Banani International and Emans Smith Andersen Engineering all contributed to the success and sustainment of the space.

Build a test spaceTesting what works for the culture and work styles of the organization was a critical part of the project. Using this test space to evaluate design, furniture and technology means future hub spaces will be part of a continuous improvement loop. Evaluation of the space should not only be based on the operations and design of the space but also on what works effectively for users. Engaging with the users through a comprehensive communications/engagement plan allowed us to collect valuable input and understand the underlying drivers of user behaviours in the space.

PRACTICE UPDATES

New Information:There may be some new information to add since this practice was first posted. This is especially true if: a new process has been implemented in your municipality; there are new practice evaluation results; or

there has been a change affecting organizational direction. For example, explain how new economic conditions or a new vision/strategy affect the practice.

Please indicate those changes here. Don't forget to list any new documents that may be useful to your peers. Then go to "Other Information" to attach the new documents.

N/A

OTHER INFORMATION

Suggestions:Please list relevant information sources that others might use or you would be willing to share (courses, Web sites, literature, experts).

Click here to enter text.

Documents & Attachments:Please list any documents you would be willing to share with others interested in your practice (e.g. a bylaw, a policy, approval documents, templates).

* Note: Most documents can be electronically attached to your practice in the MEnet database. If only a paper version of your document is available, please send it with your completed Practice Collection Form. We will scan it and attach it.

Copy of surveyCopy of posterCopy of norms and protocolsFlexwork Hub Report to TW team presentationFlexwork Hub communications plan

Nominations:Do you have any suggestions of other individuals or municipalities with municipal practices that we should add to the Municipal Excellence network? Please list their practice, municipality, and contact information.

Or, e-mail menet@gov.ab.ca and let us know about a municipal colleague that has a really good way of doing things.

Click here to enter text.

COMMENTSHave we missed something; anything you’d like to add to the areas we have touched on, or an area we have not mentioned?

Click here to enter text.

Thank you for your contribution to the Municipal Excellence network. Please return this form as soon as you are able.