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​​Sustaining a co-location over time

For co-locations to continue to be successful, it’s important to have strong processes in place.

These processes should support:

  • good ongoing decision making
  • operational issue identification and management, and
  • community management at a local level.

What’s right for your co-location will be dependent on the overall size and number of agencies that are part of it. Mandated agencies can contact us at info@gpg.govt.nz if you need help developing the right sized governance framework for your co-location.

Key operational groups

There are a number of operational and strategic decisions that co-locations are faced with. We’ve grouped them together here, in a way that could represent logical working groups. However, you could combine decision making groups or redistribute delegations as appropriate to the scale and makeup of the co-location.

Decision making category

Lease management/workplace decision making

Decisions/key activities

  • Agree agency area allocation changes in accordance with the Co-location Agreement
  • Facilitate new agencies joining the co-location or agencies exiting the co-location
  • Agree operational matters arising in connection with the Lease, including rent reviews and lease renewals;
  • Approve the Operating Procedure document(s)
  • Approve the Site Emergency Response Plan.

Who might be best suited to carry out

  • Property Managers or those responsible for their agencies property matters may be best placed to facilitate these decisions, particularly around the lease.

When to use

  • Establishing a representative group to agree these decisions is required under the Co-location Agreement.
  • This group should meet at least six monthly to ensure the smooth operation of the site.

Day to day operational decisions/facility management support

Decisions/key activities

  • Reception duties (if applicable)
  • Meeting room management and technical support, repair and maintenance
  • Manage building communications
  • manage landlord relationship (either directly or through its agency’s appropriate central property manager)
  • manage physical changes to the working environment (team moves, furniture moves, fitout modifications)
  • Centrally manage the site’s hazard register
  • Other centralised building support duties as agreed by agencies. For example travel bookings, catering coordination etc.

Who might be best suited to carry out

  • The size of the role(s) required will be determined by the Lead Agency, and influenced by the tenancy size, and level of services provided and agreed as part of the co-location agreement.
  • All co-locating parties to agree at a general level, structure and roles and responsibilities of these individual(s).

When to use

  • Established prior to occupation.
  • Building management team forms part of the service offering agreed as part of the co-location agreement.
  • They are employed by the Lead Agency but included in the fixed operational costs distributed to all agencies in the building.
  • All agencies should feel they have equal access to the services provided by this team/individual.

Site user group(s)

Decisions/key activities

  • Agree space use protocols at the site
  • Identify opportunities to leverage cross-agency cooperative work
  • Monitor health & safety issues for appropriate escalation within respective agencies (potential)
  • Resolve user issues at the site, for escalation, including establishing appropriate escalation paths if required.

Who might be best suited to carry out

  • A group of local representatives, with representation from each agency
  • This group may take on a leadership role in the site
  • Health & safety representative to sit on this group.

When to use

  • In small sites it may be appropriate to combine this with the Health & Safety committee.

Health and Safety coordination

Decisions/key activities

  • Supports ongoing improvement of health & safety at the building site
  • Creates process for identifying and managing hazards
  • Feeds into overall risk management for the site

Who might be best suited to carry out

  • A group of local representatives.
  • Each agency must be represented by suitably qualified employees.
  • Agencies agree how any required training is provided to representatives.

When to use

  • Establish a separate group when
  • In addition to this group, it may be necessary to have separate Health & Safety committees for each agency report into this group, particularly in larger tenancies.

Site Emergency Response Team (SERT)

Decisions/key activities

  • Ensures site emergency plans are in place
  • Regularly review, test and refreshes the plan.
  • Each representative ensure their agency’s incident management processes appropriately reflect their responsibilities in the site emergency response plan.
  •  

Reports into the CMG.

Who might be best suited to carry out

  • Each agency must be represented by suitably qualified employees.
  • Lead Agency appoints a Site Emergency Response Manager who is responsible for the development and ongoing maintenance of the Site Emergency Response Plan and leads activation of the Plan.

When to use

  • This function is a requirement of the Co-location Agreement.
  • Establish this group shortly before occupation.
  • Site emergency response plans need to be reviewed annually (at least).
  • Business Continuity planning remains with each agency. However, there may be times when the SERT require business continuity related information to assist in planning and leading site emergency responses.

Other ways to support the co-location community

During the engagement process, staff will identify activities or aspects of the current organisation’s culture that are important to them. This offers an opportunity for the co-locations to combine activities or resources.

Agencies may also have other groups that, if made cross-agency, could provide useful networks to help manage the co-location and positively support a sense of community.

Examples include:

  • The PSA. If the PSA is active within your site, the delegates group can be a useful conduit for concerns and issues facing employees. It’s also a good way to test operational aspects of the co-location that require an end user perspective, promote co-location objectives, and communicate key information.
  • Social clubs. Creating a cross-agency social club provides an opportunity for individuals to broaden their professional and personal networks.
  • Professional development and knowledge sharing activities. A key benefit for staff is the opportunity to extend business relationships and open up professional development opportunities. Cross-agency groups could initiate specific activities that foster knowledge sharing and professional development, like lunchtime presentations. They could also promote secondments or new job opportunities within the co-location.
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