January 24th 2017

Timeline:

9th November 2016
' Nominations Open '
31st December 2016
' Nominations Close '
12th January 2017
' Shortlist Announced '
24th January 2017
' Awards Ceremony '

Categories

Nomination guidance

Nominations must relate to outcomes realised in 2016.

This category is designed for individuals, teams or organisations (ALB or department). Teams can self-nominate but individuals need to be nominated by a third party.

The nomination is in three parts – set the CONTEXT (150 words), Include a clear summary of the BENEFITS to the organisation (350 words) and Indicate a clear measurable OUTCOME (300 words).

You are also able to attach up to 2 sides of A4 as supplementary evidence.

Please do not include any sensitive or personal information.

If you are entering more than one award, please submit a separate application for each category.

Corporate leadership

Best example of leadership in Smart Working (individual, team or organisation). The Award for Corporate Leadership will be judged against the following criteria:

  • Commitment of leadership - The board and senior leadership actively encourage management by results rather than presenteeism and all staff have the freedom to balance choice of where and when to work with responsibility to meet business needs.
  • Commitment of managers - Encouragement of smart working is widespread within teams, and a number of staff take advantage of the opportunity to do things differently and excellence would be flexibility first is the default position within teams, and managers are open and encouraging of conversations about how individuals and the group can work smarter.
  • Smart working contribution to corporate strategy and performance - Protocols and working behaviours are in place to guide smart working. And excellence would be seen as encouraging smart working features in the objectives of leadership and line managers.
  • Communications - Staff receive regular communications about the developments in smart working in the organisation and the opportunities that they are able to take and individuals or teams demonstrating excellent smart working practices are celebrated and communicated within the organisation.

 

Workspace

Best optimisation of property portfolio for Smart Working (team or organisation). The Award for Workspace will be judged against the following criteria:

  • Range of spaces - Staff are encouraged to use a range of spaces and locations in the property portfolio, including virtual space and Smart working practices of the organisation are monitored and the property portfolio is optimised to enhance these practices
  • Effective sharing of office space - Space in buildings is welcoming to staff from other groups or buildings, enabling them to drop in and work easily without territory, security or IT issues and is not allocated based on seniority
  • Mobility - Staff are encouraged to work from other locations including other offices within the organisation, supplier or client sites, local community spaces and home and working from other locations and spaces is the accepted norm
  • Monitoring and protocols - The use of space is monitored (e.g. utilisation of meeting rooms) in order to calibrate provision of spaces to evolving working practices and this data is combined with feedback from users to improve and refresh protocols and spaces

 

Technology

Best utilisation of technology to enable mobility and collaboration (individual, team or organisation). The Award for Technology will be judged against the following criteria:

  •  Mobile devices - are being piloted and there is a plan in place to equip all staff and in an excellent organisation all staff are equipped with mobile devices to enable them to work from locations other than the office.
  • Access to data - Staff use Cloud based information storage and significant paper reductions have been made.
  • Collaboration - All staff have straight-forward access to a variety of collaboration tools which enable them to stay in touch, network and maintain relationships and the use of collaboration tools is monitored and staff surveyed so improvements can be made. New tools are piloted to better enable smart working.
  • Mobility - WiFi capability extends connectivity to locations outside of the office
  • Consultation and training - There are examples of piloting technological solutions within the organisation, and more options are becoming available to allow some degree of choice for staff and excellence would see Pilot approaches are adopted by default, allowing staff to test and play with the devices and tools on offer to them, and ultimately select what best meets their requirements

 

Culture and people

Best culture of Smart Working (organisation). The Award for Culture and People will be judged against the following criteria:

  • Awareness - All staff demonstrate awareness and engagement with smart working and there is a culture of discussing how smart working can improve business, wellbeing and customer service at team level.
  • Role Modelling - Senior leaders, including board members and line managers role model smart working practices and good practice is held up and celebrated and excellence is everyone is assumed to be capable of Smart Working without assumptions being made about people or roles - everyone role models smart working so that new recruits are assimilated into this workstyle quickly.
  • Recruitment - The recruitment pool has increased due to opening up to recruiting staff from different locations and varied working patterns and there is a 'flexibility first' approach where flexibility is the norm rather than the exception, so consideration is given to how every role can be undertaken flexibly, and jobs are advertised in such a way.
  • Training - Line managers empower employees to work in an independent way
  • HR Processes - HR has a supportive process for staff adopting a new smart workstyle and Smart working principles and practices are built into the induction programme

 

One Public Estate – Smarter Working Together

The The Way We Work programme (TW3) in government aims to “create a decent working environment for all staff, with modern workplaces enabling flexible working, substantially improved IT tools and streamlined security requirements to be less burdensome for staff”.

The One Public Estate brings together central government, local authorities and wider the public sector to work in partnership on innovative and ambitious projects.  Through collaboration, the One Public Estate supports the public sector to use its combined assets to deliver integrated services and result in people focused services and innovative working practices for staff.

This new award has been created to celebrate local and central government bodies working in partnership to deliver a better service and/ or a smarter ways of working for their employees.  Nominations should include one or more examples of the following a) empowering employees across organisations to work where, how and when they choose, to maximise their productivity and in ways that deliver the greatest value to their business and/or service users; b) offering a range of flexible working options that transform working practices and/ or service delivery; c) work environments that enable the greatest flexibility for all users; c) new forms of flexible collaboration that enable people to work together across locations and organisations; d) culture change to enable greater organisational agility and innovation across organisations; e) a trust-based culture that focuses on management by outcomes rather than presence.

  • Through rationalising the public estate and co-locating teams, space in buildings supports a wide range of activity based settings; and is not allocated on seniority. It enables people to work easily without access, security or IT issues. People are encouraged to work from different locations including other space or offices within the organisation, supplier or client sites, local community spaces and home.
  • Integrated services embody a ‘one service’ approach and through smart working, ​bring support functions together to promote front line collaborative working.  Improved outputs/outcomes for service users that showcase better, more customer-focused delivery.
  • People demonstrate awareness and engagement with smart working and there is a culture of discussing how smart working can improve business performance, wellbeing and customer service. Senior leaders (including board members and line managers) role model smart working, with good practice recognised and celebrated. Everyone is assumed to be capable of Smart Working without assumptions being made about people or roles.
  • The senior leadership actively encourage management by outcomes rather than presenteeism and staff have the freedom to balance choice of where and when to work with responsibility to meet business needs. Encouragement of smart working is widespread across the organisation.