Strategic Office Accommodation Plan - WA
[Agency Logo][Agency Title]Strategic Office Accommodation Plan[Date]ApprovalName/TitleSignatureDateChief Executive OfficerChief Finance OfficerSenior Asset ManagerChief Information OfficerSenior Human Resources OfficerSenior Corporate Services OfficerContact OfficerName/TitleEmailPhoneVersion ControlVersionDateStatus/Action/ChangeApproved ByDraft 1Draft 2FinalExecutive SummaryThe summary provides the main advice from the office accommodation plan and lists the recommendations for which approval is sought from decisionmakers.Advice is provided on the:indicative location, scale and cost of the proposed accommodation over the next five and ten year periods;main service delivery tasks that the agency will address using the accommodation; and thenext steps, such as the submission of an application for concept approval to improve an existing office or to relocate to a new one.The executive summary is brief – the advice and information in the remainder of the plan provides the necessary justification. The main body contains the agency’s logic and assumptions. Supporting detail is provided in annexes or separately. Before proceeding, the SAMF Office Accommodation module should be read for a full understanding of the relevant policies, principles and requirements.Strategic JustificationThis section clarifies the strategic basis for the agency’s future accommodation.An agency’s strategic asset plan clarifies its asset-related demand drivers and its service delivery objectives and model, including in cooperation with others. This provides the basis to identify the offices that should be retained and enhanced, or acquired over the next ten years.The agency demonstrates consistency with long-term State plans for urban and regional development and with Government directions (such as for the agency to relocate to a given area). The agency also indicates whether participation in a whole-of-government initiative under the Government Office Accommodation (GOA) strategy would be appropriate from its perspective.An agency with a network of offices attaches a basic map similar to the one at Appendix A which shows its current and proposed office locations and scale.QuestionsIn which urban and/or regional areas are the current offices located? Where should they be located over the next five and ten year periods in order to help meet service demand?How consistent will the scale and location of the offices be with long-term State development plans? Why are any inconsistencies justified in terms, for example, of the agency’s objectives or the indicative costs and benefits?How consistent will the scale and location be with local government plans that, for example, constrain the size of buildings or the number of fleet vehicles?Are there opportunities that should be taken to participate in a future GOA initiative?InformationDetailed information on the location and scale of the current and proposed accommodation is attached in a table at the end of the plan. The latest format for the table is available from the GOA directorate in the Department of Finance.Current AccommodationThis section focuses on the strengths and risks inherent in an agency’s existing office accommodation in relation to its future service delivery requirements.As part of its strategic asset plan, an agency reviews the type, usage rate and management arrangements for each major asset. Any under-performing assets are identified, including office accommodation. To inform that review, an agency clarifies the gap between the service-delivery support provided by its existing accommodation and future requirements. The accommodation that should be vacated and/or disposed of is also identified, including surplus office space.Key issues include the strengths and limits of the accommodation in terms of its:location, functionality, condition and capacity to support future employees;connection with related agencies through ICT and transport channels;risk to employees and members of the public such as from OH&S hazards or inadequate exits for disabled people; andterms of occupancy, such as a favourable lease cost and duration.Any unresolved critical deadlines that would impact on service continuity are also highlighted, such as for lease renewal or termination. An overall rating (high, medium or low) conveys the extent of the risk to service delivery.QuestionsWhy is the existing accommodation inadequate? Why must the agency move out or enhance the accommodation, and by when?Why would workarounds within the current accommodation be insufficient (such as personnel transfers and consolidation or the use of vacant space)?Is there surplus office space that should be sub-leased or disposed of (including for use by another government agency)?Future AccommodationThis section identifies the office accommodation that should be retained and acquired in response to the risks identified above.The agency conveys the purpose, broad characteristics and capacity of the future accommodation at its main and secondary offices. Key issues include:what employees would do at (and from) the office – and for which types of service recipient in urban and regional areas;the consistency of the office scale with approved and projected employee numbers;how the accommodation would address the gap between the service support that is currently available and required;the unique operational requirements that should be included in later detailed planning (such as for a location separate from other agencies due to security issues);the office capacity that would be available by important milestones (such as a Government deadline to increase services to a remote area); andhow well-connected an agency would be internally and with related agencies through ICT and transport links, and co-location or proximity.The indicative location and scale of the accommodation reflects the impact of future trends including the:increasing community use of ICT rather than direct access to obtain information and conduct transactions; and theextent to which services will be delivered by mobile staff and supported by employees through telework (rather than at the office).The advice reflects a consistent approach across the agency’s corporate and strategic asset planning (particularly on related workforce, ICT, capital acquisition and maintenance aspects).For an agency with a large office network, pie charts can be used to convey aspects including the:projected growth or decline in leases and workpoints by urban, metropolitan and regional location for the next 5-10 years; and thetotal leased area under management by the agency or the Department of Finance.Any critical deadlines are highlighted, for example for the completion of an office renewal business case and Budget approval.Clarity on the pros and cons of the proposed approach enables the prioritisation of office investment proposals and their inclusion in the highest priority set of investments in an agency’s strategic asset plan (which covers all asset types).QuestionsHow will each office investment form an effective part of an agency’s service delivery model over the short, medium and long-term?What existing office space should be retained and enhanced?Why is the purchase or leasing of commercial office space unavoidable?What due diligence was done to check whether other agencies would have suitable vacant accommodation?Why are the most promising government sites not suitable, for example because occupation would not be possible at a mutually agreed time?How would the agency continue to operate effectively using the existing accommodation if further investment is not approved?ProcurementThis section identifies opportunities for coordinated office fit-outs, refurbishments, acquisitions or support within an agency’s network and with other agencies.The section is completed by an agency that has: more than one office lease or building management arrangement; or a single office requirement that could be included in a joint arrangement with another government agency or with the Department of Finance within the GOA portfolio.A coordination opportunity may involve the bundling of contracts for the lease or construction of an office building and/or the services throughout the life of the accommodation (such as for maintenance, security and cleaning).Various means may be used to achieve an opportunity through synchronised action across agencies, including the early termination of a lease (or its short-term extension), lease pre-commitment, the use of surplus office space on a temporary basis and joint agency negotiation with the private sector.Critical procurement deadlines are highlighted, for example, to avoid delaying action until market leverage has been negated in the lead-up to lease negotiation.QuestionsWhat opportunities will there be to secure value for money on behalf of the State through internal procurement initiatives or with another agency?What means are feasible and should be explored in consultation with the agency and/or the Department of Finance?Financial ImplicationsThis section clarifies the broad financial implications of the agency’s strategic approach to its office accommodation.The financial advice helps to confirm whether proceeding as planned will provide value for money. Key issues include the: proportion of the accommodation that would be Government-owned versus leased;extent to which the office space would be occupied or reserved for future requirements;extent of exposure to double rent in the transition to the new accommodation; and thereturn on investment from existing and proposed fit-outs (in terms of years versus cost).The capital and operating cost implications are explained, for example, to demonstrate that double rent would not be paid and that the cash flow projections would be achievable. Details of the expenditure are contained in a spreadsheet similar to the one at Appendix B.The indicative overall cost of the transition from the current to the future accommodation is provided together with advice on why the proposed investment would reflect the efficient use of State funds.-41910721995Appendix A: Current and Proposed Offices152317-580Head OfficePolicy, financial and administrative tasksDirect services to urban and metropolitan recipients20 employeesChange current CBD location to metropolitan in 4 yearsHigh speed ICT to regional office?A in 5 years and office?B in 7 yearsRegional Office ADirect service delivery to city A and communities B-FCurrent location static for 10 years15 employeesRegional Office BProposed creation in 7 yearsDirect services to communities E-K5 employeesCoastlineService Reach0Head OfficePolicy, financial and administrative tasksDirect services to urban and metropolitan recipients20 employeesChange current CBD location to metropolitan in 4 yearsHigh speed ICT to regional office?A in 5 years and office?B in 7 yearsRegional Office ADirect service delivery to city A and communities B-FCurrent location static for 10 years15 employeesRegional Office BProposed creation in 7 yearsDirect services to communities E-K5 employeesCoastlineService ReachAppendix B: Financial DetailAsset DescriptionBudget Year($m)FE 1FE2FE3Yr 5Yr 6Yr 7Yr 8Yr 9Yr 10Central Office0000000000 Capital OperatingRegional Office Capital OperatingTotal0000000000 ................
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