1. More efficient use of office space

Facts

The Boudewijngebouw consists of three towers with central cores; these towers are mutually connected with a large central archiving area in between. On average, 85 officials are situated on a 'traditional' floor according to the 'private offices' formula. The surface area amounts to 1, 383 m² net-net office surface area, 640 m² supporting rooms (meeting rooms, archive, facilities,…) with a total gross surface area of 3,427 m². 130 workplaces are provided through the application of the combination offices on the same surface area, which should offer working facilities for approximately 160 (a maximum of 180) officials. The need for archive areas decreases due to the digitising of records. The space freed is urgently needed to accommodate a number of growing needs - after years of stagnation, the work force of the department increased by 27 individuals in the past two years. - a further growth of more than 40 members of staff is expected for this and next year.

Figures

The figures from the first series in this chart are relatively high in relation to realisations in other companies on account of the great loss of space (cores of the towers) and the large archive. The figures in the second series in this chart are even higher -account is taken here of the entire surface area of the third floor, including the balcony area.
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Long-term investment
This kind of complete 'stripping' of a level also incurs great expense. This is increased by the fact that a total air-conditioning system had to be installed in the whole building (=Boudewijngebouw); 160 persons working together in a large open area requires airing and cooling in the summer. Two thirds of the cost consequently amounts to techniques (air-conditioning and cooling ceilings); with a view to the possible conversion of two more floors the technical installation was dimensioned on three floors. The costs should consequently be partially recalculated.
The project cost approximately 112 million BEF (incl. VAT) in building conversion. In addition there are costs for furniture, the telephone system, data and support. Despite the seemingly high cost, approximately 75 more people are accommodated in the same surface area than in the traditional formula. At the current rental prices and running costs as paid in Brussels today it may be calculated that this investment will be recovered within 4 to 5 years.
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2. An innovative, flexible and attractive working environment

a combination of functional, activity related workplaces openness and transparency to promote communication and teamwork the possibility to work in a concentrated way flexibility and a better use of space a pleasant, motivating atmosphere in order to break anonymity, a sculptor and a graphic artist were asked to turn personal belongings (shoes, pictures…) of the staff into works of art create a personal identity that characterises the Ministry of the Flemish Community

fulfils all current legislation and regulations concerning safety, health, hygiene and welfare fulfils the generally enforceable regulations concerning office and screen use its use is modular and flexible is constructed solidly, in durable materials and has very good stability does not have any sharp corners or sides is preferably manufactured from environmentally friendly materials has an elegant and innovative form forms a complete harmonious whole
	table in meeting room with "dynamite box" where you can plug into for network connection an power

3. Satisfaction and involvement of the personnel

After three months of 'working differently' the first enquiries were made to the staff in June. Enquiries were carried out with the collaboration of an external consultant and were completely anonymous through written questionnaires. The intention was to measure the satisfaction of the users with the new way of working and to come to possible adjustments as a result. After six months, or in October, a similar enquiry will be held in order to be able to measure the evolution and to adjust it again.

It is certainly possible to consider the first enquiry a success with feedback of more than 90% and a score of 75% positive to moderate reactions. It is noticeable that half of the respondents feel actively involved in the project. The same group thinks that working differently has benefits for both themselves and the ministry. The opponents do not have an executive post, and are mainly part of the lower levels and are from the age category.
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The new office environment has a consirable influence on the following items :

The new working environment and working conditions
The new working environment and working conditions seem successful; people find the office design good and agreeable. People are also positive about access to various sources of information. Although it appears that people choose a different workplace for carrying out particular tasks, people do not think that work in general is improved because of that.
Despite the neutral to slight positive judgement of particular items a few points for improvement have become apparent. In this way some have difficulty working in a concentrated way on account of the noise nuisance. Other people have difficulty with the clean desk principle by which the desk has to be completely cleared after each day. A lack of storage space appears to be a specifically FIM-problem while more fresh air and a better temperature setting was requested generally. This has already been approached.
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Collaboration with colleagues
Those working differently are mainly positive regarding collaboration with colleagues. However the practical advantage of working together in one area also has another side; namely noise nuisance. On the one hand the negative side effects such as frictions, social control and working through each other have not appeared. On the other hand positive side effects such as increased involvement or learning from each other have also not been mentioned.
It appears privacy had to be sacrificed for increased possibilities for discussion and social contacts.
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Relating to the boss
The participants indicate that the managerial method of the boss has changed on account of the "Working Differently" project, while they think that this should be the case. They also feel that collaboration with executives has not improved. Nevertheless a number of positive aspects have been stated concerning management; such as freedom in the organisation of work, not too much control and orientation to results rather than presence. The executives themselves are generally more positive about the consequences of working differently than the members of staff. They believe that they have more informal contacts, that there is improved co-operation with executives and that the managerial style of their boss has changed on account of the project.
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Teleworking from home
More pros than cons.
Almost all respondents believe that teleworking should also be part of the "Working Differently" project. The majority would like to work from home. The following advantages have been cited:
* It is possible to telework in their present position
* It makes it possible from them to combine work and family better
* Their productivity would increase.
However a number of people also see disadvantages to teleworking, namely:
* Its benefits do not counteract the disadvantage of the loss of social contacts
* People are less well informed
* There will be less contact with the boss.
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