Workspace Strategy - Level 3

Question 1

How have you demonstrated alignment of the work environment to business processes?

Answer 1

By evidencing how retaining a smaller office (vs full homeworking) supported collaboration, training, secure handling of documents, and stakeholder engagement.

This directly aligned workspace provision to Defra’s operational processes (e.g. policy development, team cohesion, and resilience).

I showed the link through my PCAR submission, setting out risks of inadequate provision (e.g. business disruption, non-compliance).

Question 2

How have you demonstrated alignment of the work environment to occupier needs and preferences?

Answer 2

Conducted a staff travel survey and engagement sessions to test preferences for collaborative space, accessibility, and hybrid working.

Balanced employee feedback with business needs (avoiding over-reliance on subjective claims by scenario testing and requirement ranking).

Final strategy offered collaborative and training space while still reducing footprint, aligning with both staff input and policy objectives.

Question 3

How have you demonstrated how work environment alignment impacts business performance?

Answer 3

Showed that full homeworking would reduce costs but harm productivity, training, and collaboration.

My hybrid solution supported long-term business performance by reducing isolation risks, ensuring continuity, and enabling efficient delivery of statutory functions.

Highlighted financial savings from downsizing, while ensuring operational resilience.

Question 4

How have you prepared and presented a change of strategy to a stakeholder?

Answer 4

Prepared a PCAR submission summarising cost, operational, and workforce impacts.

Presented findings and recommendations to senior leadership, securing approval for a reduced but strategically located office footprint.

Used evidence (utilisation data, cost models, survey results) to justify strategy change from “close office fully” to “retain reduced office”.

Question 5

How have you identified the impact a work environment strategy will have on a business?

Answer 5

Used occupational cost analysis, workforce impact assessments, and feasibility studies to quantify risks and benefits.

Identified that inadequate provision risked non-compliance and disruption.

Demonstrated that my hybrid proposal would deliver cost efficiency, business continuity, and improved staff productivity.

Question 6

What was involved in preparing the PCAR?

Answer 6

Collated property information (NIA, lease details, energy rating, condition).

Provided strategic fit analysis, aligning to Government Estate Strategy and Defra’s cost-saving objectives.

Included commercial assurance: cost modelling, benchmarking, whole-life cost appraisal.

Evidenced alignment to the 60% attendance mandate and wider business needs.

Engaged early with OGP and maintained pipeline reporting.

Question 7

How did you demonstrate that the proposal aligned with changes to government policy?

Answer 7

Addressed 60% attendance mandate → designed for 40% target, but scalable.

Supported budget reductions (18% saving vs County Hall, footprint halved from initial option).

Demonstrated flexibility (lease breaks at 5 years, separable floor leases).

Reinforced Defra’s “Smaller, Better, Greener” principles: consolidation + EPC B building.

Question 8

How did you conduct your travel survey?

Answer 8

Designed via Microsoft Forms, using an established template from prior surveys.

Delivered in partnership with Defra’s in-house engagement team.

Captured data on commute times, preferred locations, and hybrid patterns.

Data cross checked with post code data and travel times estimated from Google Maps.

Used results to test site accessibility and justify retention of a Worcester hub.

Informed assumptions on attendance, car-parking demand, and commuting impact.

Question 9

What was your advice following completion of the travel survey?

Answer 9

Survey tested suitability of Oak House, not just whether to retain Worcester.

Findings:

 - Commute times broadly manageable.

 - Majority would travel by car → parking availability critical to attendance and  utilisation.

 - Public transport links were good, but longer journeys vs County Hall.

Advice:

 - Retain Worcester presence by taking Oak House, but at reduced footprint.

 - Ensure parking provision is sufficient to support staff attendance, otherwise risk of underutilisation.

 - Balance of efficiency (smaller, lower-cost footprint) with wellbeing (commute/parking continuity).

Question 10

How did you ensure that business and operational needs as stated by stakeholders were genuine?

Answer 10

Compared requests against other similar roles/sites across Defra to identify inconsistencies.

Used scenario testing (minimum viable provision) and requirement ranking to expose trade-offs and priorities.

Challenged overly conservative responses with evidence-based alternatives.

Ensured common sense prevailed by balancing operational need with affordability.

Question 11

What consent was required to proceed with the new lease?

Answer 11

Initial full-space option → annual rent + service charge + rates = £700,977.80, above PCAR threshold (£500k).

Fit-out costs originally £2.3m. Even halved (£1.15m), the 5-year break meant potential exposure of £230k/year equivalent, arguably above Cabinet Office thresholds.

Therefore, despite reducing to half the space, we sought PCAR approval.

Process: internal approval → Cabinet Office sign-off (given threshold uncertainty).

Question 12

What was your proposed solution in Worcester?

Answer 12

Final proposal (adapted): Lease only the Ground Floor of Oak House.

Structure: single lease (10 years with 5-year tenant break).

Fit-out: limited to essential works + reuse of surplus furniture to minimise capital spend.

Drivers:

Responded to senior leaders’ cost-saving pressure.

Reduced footprint further (from 3 floors → half building → GF only).

Benefits:

Cost savings – significantly lower rent and fit-out.

Flexibility – 5-year break allows exit if underutilised.

Continuity – provided modern, efficient office space with operational storage.

Capacity: supported ~572 FTE at 40% attendance rate.

Outcome: Balanced Defra’s efficiency agenda with staff needs and business resilience.

Question 13

What were the key risks of your proposal, and how did you mitigate them?

Answer 13

Financial risk – high fit-out cost (~£1.15m) despite reduced footprint.
→ Mitigation: engaged early with project team to explore cost-saving measures (essential-only fit-out, reuse of surplus furniture).
→ Location choice ensured building provided the right facilities, protecting value for money.
→ 5-year break clause gave option to cut losses if space underperformed or budget pressures increased.

Reputational/operational risk – perception of reduced provision impacting productivity.
→ Mitigation: engagement sessions to build confidence.
→ Evidence that GF-only option was fit for ~572 FTE at ~30% attendance (above previous actuals, though short of 60% mandate).
→ Senior leaders accepted this as a reasoned trade-off between efficiency and business needs.

Question 14

How did your advice ensure the Worcester solution was flexible to future change?

Answer 14

Recommended lease with 5-year tenant break → ability to exit if underutilised.

Structured to take only GF, avoiding long-term commitment to surplus space.

Fit-out designed as low-cost and re-usable, limiting sunk cost exposure.

Advice ensured Defra could scale up/down in response to attendance, budget, or policy shifts.

Question 15

How did you balance cost-saving pressures with business continuity in Worcester?

Answer 15

Senior leaders initially sought 100% reduction (close Worcester).

My advice: full closure would harm productivity, training, and collaboration.

Compromise: Oak House GF-only → halved initial footprint, reduced annual and capital costs.

Preserved minimum viable office provision for collaboration, secure working, and equipment storage.

Balanced financial efficiency with operational resilience.

Question 16

How would you measure the success of the Worcester strategy once implemented?

Answer 16

Utilisation data – daily log-in and attendance vs capacity (target 40% attendance baseline).

Post-Occupancy Evaluation (POE) – staff satisfaction on commute, parking, and facilities.

Operational KPIs – policy teams’ productivity, recruitment/retention outcomes.

Cost efficiency – actual occupancy cost/FTE vs County Hall baseline.

Strategic alignment – compliance with 60% mandate and contribution to “Smaller, Better, Greener.”