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​​Customising a co-location to your needs

A co-location should be tailored to meet the specific circumstances of a project.

This includes the project's:

  • size
  • functional makeup
  • security profile
  • participating agency size, and
  • location.

Critical aspects of a co-location project must be in place at the beginning of a co-location. If not, it can be costly to introduce them in the future.

Important aspects of a co-location provide a better experience for occupants and easier ongoing maintenance and management of the facilities, but co-locations can operate without them in place. If planned correctly these can be introduced at a later date.

Ideal aspects offer further potential benefits for agencies and government. However, they have a more significant change impact and require more effort to implement. They can be implemented at any time during a co-location but are likely to be a more realistic consideration for co-locations with significant sector alignment.

Co-locations with less than 500 people and two or more agencies in one building

Critical aspects

  • The lead agency concept, where one agency takes responsibility for managing the project, holding the lease, owning the general workplace assets, and managing the facilities.
  • The lead agency has a significant presence in the tenancy.
  • General furniture and equipment assets are owned and managed by the lead agency, with exceptions for specialist assets and employees’ devices.
  • Common underlying ICT infrastructure, like TaaS.
  • Common security platforms (access card systems) and procedures that respond to the functions at the site.
  • Common building facilities are shared and/or centralised, for example:
    • reception
    • transaction counters
    • public facing conference rooms
    • shared showers
    • bike parks.
  • One building management team who manages reception, maintenance and other operational services as defined by the participating agencies.
  • One set of building management operational procedures and policies.
  • Consistent built spaces on typical work floors.
  • A cohesive look and feel that is agency neutral, including meeting room signage and other finishes and fixtures.
  • Ensuring a seamless, positive customer experience during and after the transition.

Important aspects

  • Standard furniture solutions (easier for asset management).
  • Standard AV equipment solutions (easier for asset management).
  • NZ Government overarching branding used in public facing areas, directory boards and external signage.
  • Agency specific branding limited to public facing areas, directory boards and external signage.
  • Shared work floor facilities for meeting rooms, hub spaces and kitchens. If these are not shared, maintenance for these areas still falls under lead agency responsibility. Areas will be charged as dedicated agency space.
  • Shared printing services.
  • Shared meeting room booking system.
  • Single IT support.
  • Access to all floors for all occupants, except to any restricted access rooms that may be required.
  • Common security systems such as CCTV or alarm systems to reduce installation and ongoing management costs.

Ideal aspects

  • Shared fleet cars.
  • Shared central functions like HR and finance.

Co-location projects with more than 500 people and two or more agencies in one building

Critical aspects

  • Common underlying ICT infrastructure, like TaaS.
  • Common building facilities are shared and/or centralised, for example:
    • reception
    • transaction counters
    • public facing conference rooms
    • shared showers
    • bike parks.
  • Common security platforms (access card systems) and procedures that respond to the functions at the site.
  • One set of building operational procedures and policies.
  • Consistent built spaces on typical work floors.
  • Ensuring a seamless, positive customer experience during and after the transition.

Important aspects

  • Standard furniture solutions (easier for asset management).
  • Standard AV equipment solutions (easier for asset management).
  • NZ Government overarching branding used in public facing areas, directory boards and external signage.
  • Agency specific branding limited to public facing areas, directory boards and external signage.
  • Shared work floor facilities for meeting rooms, hub spaces and kitchens. If these are not shared, maintenance for these areas still falls under lead agency responsibility. Areas will be charged as dedicated agency space.
  • Shared printing services.
  • Shared meeting room booking system.
  • Single IT support.
  • Access to all floors for all occupants, except to any restricted access rooms that may be required.
  • Common security systems such as CCTV or alarm systems to reduce installation and ongoing management costs.
  • Lead agency concept adopted partially or in full – agencies could split lead agency responsibilities between agencies, and potentially manage separate leases.
  • General furniture and equipment assets owned by the lead agency. Agencies could retain ownership of all general assets.
  • A cohesive look and feel that is agency neutral, including meeting room signage and other finishes and fixtures. Agencies can agree to adopt the same look and feel or allow a greater level of agency customisation.

Ideal aspects

  • Shared fleet cars.
  • Shared central functions like HR and finance.
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