Richard Veale Accommodation Project Change Manager South Australia Water Corporation Driving...
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Transcript of Richard Veale Accommodation Project Change Manager South Australia Water Corporation Driving...
Richard VealeAccommodation Project Change Manager
South Australia Water Corporation
Driving Organisational Culture Through Workplace Design –
When Moons Align
• It is more than bricks and mortar
•Business case stacked up – do nothing/base case option not cheapest!
Strategic Intent
• Business– Productivity/efficiency– Staff attraction and retention– Workforce morale– OH&S– Sustainability/ESD– Replace ageing
accommodation
• Cultural– High achievement– Collaboration and teamwork– Openness and transparency– Sustainability– Employer of Choice
•Government Policy– State Strategic Plan– Parklands– Office accommodation
standards
About Our Culture
Cultural messages are sent through three channels
Channel Message sent by
BEHAVIOUR
•Observation of others•Especially key influences•What is said•What is done
SYMBOLS
•Where is time spent•Where resources are invested•Physical environment•What and who is rewarded•Who is involved in what•Voice of key stakeholders•Rituals
SYSTEMS
•Goal setting budgeting•Reporting and measurement•Remuneration•Performance management process
Workplace impacts
all of these
… which all convey what is valued in the organisation
When Moons Align – Seizing the Opportunity
1. Culture survey identified accommodation as an issue – Morale and Equity
2. Aging, outdated facilities– General condition was average to poor– Government policy requires SA Water to vacate
Thebarton(to be returned to parklands)
– Bolivar was outdated & inflexible, Grenfell St had limited capacity
– Significant changes and upgrading is required – regional and metro – within the next 5 years
3. Significant cost incurred because of the geographical spread
4. Government accommodation standards not being achieved
5. Alignment with sustainability values and chance to showcase these
6. Opportunity only occurs once in a generation– Culture, efficiency, address internal customer
and communication issues
Best Practice Companies
SA Water 2003/04
About Our Process
Three key processes
1. Planning a holistic process of change– Unusual - we started with change management
2. Reinventing how we work– Space requirements are easy – but what do you want staff to
say and do?– Allow people the opportunity to ask “why do we do it this way”– Extensive Consultation – executive, managers and staff, unions
3. Reinventing how a building is procured– Allow people the opportunity to ask “why do we do it this way”
Build a great project team– Within the organisation, key consultants (private +
government), and the development partner
What is Change Management?
• Magic?• Risk management? • HR Gobbledy-gook?
The correct answer is Risk Management and considers:• Staff Involvement/Engagement• Leadership• Communication• Workforce Transition• Training and Development• Performance Orientation
Engagement Starts at the Top• Executive and Senior Management
Team workshop in March 2005• Purpose: Create a shared
understanding, vision and mission• Draft project principles developed
Staff Engagement• Staff Reference Group (SRG)
established• Staff consultation sessions by SRG• Education and information provided –
ESD, the case for change, the procurement process, WIIFM
• 1000’s of comments collected and• Results presented to the Executive
Team• Results communicated to staff
Key requirements & principles
• Flexibility, future-proof• Openness and transparency – no offices• Ecologically Sustainable - 5 Star Green
Star minimum• Healthier environment and natural light• Consider our customer’s needs• Part of the community• Facilities provided on the basis of need
not hierarchy• Encourages teamwork, collaboration and
communication• Staff input to their own workspace• Accessible Leaders
Staff Engagement – During
• Intranet site established, regular updates, regular presentations to SRG, Managers and work groups
• Workplace Performance survey undertaken
• Focus Groups during the design process
• Manager and staff involvement in decision making – e.g. ‘their areas’ and furniture
• Workpoint Pilot – approximately 300 people participated.
• Site visits – approximately 600 people
• Site training and induction programs
• Communication, communication, etc.
About Our Building
Snapshot of the project
• Headcount – 940 people
• Area 17,000sqm
• over eight levels– Offices
11,500sqm– Laboratories
5,300sqm– Learning Centre
350sqm
• Density– 13+ sqm/p typical– <15 sqm/p overall
(SA Government guidelines)
collaboration zonestair
atrium
2,000sqm per level
fritted double façade to West
Building and Fitout Design by
Hassell
Workplace Strategy by
DEGW
Furniture system1800 x 900
bench (mobile)supplier
Schiavello
Greenstar in context with typical building stock
4, 5, 6 star buildings
SA Water
Benefits to date
• Attraction to prospective employees• Retention, pride in the workplace• Flexibility – work and meet anywhere• Improved communication• Everything is transparent, opportunity to standardise• Supportive of collaboration, people bump into each
other• Good Staff Amenity• Changed leadership behaviours, manage by being seen
and by overhearing• Mixing of cultures• Very little downsides
Building and Fitout Design by Hassell
Workplace Strategy by DEGW
End