February 26th 2019

Timeline:

7th January 2019
' Nominations Open '
30th January 2019
' Nominations Close '
12th February 2019
' Shortlist Announced '
26th February 2019
' Awards Ceremony '

Winners

 10013 DIO Logo

DIO

In 2017, DIO began a keen push to reduce the size of the estate and better collaborate with our customers. The Executive Committee recognised Smarter Working as a key enabler to DIO’s wider strategic programmes.  There has been a complete shift in the way leaders work within DIO as they actively adopt Smarter Working behaviours themselves. Individual offices have been removed and turned into meeting rooms and you're now more likely to see a member of the Executive Committee working at a breakout space than in a private office. Corporate communications include regular smarter working messages from the leadership team, and all leaders in DIO are mandated to set Smarter Working practices with their teams, giving their people the opportunity to work differently and from a location that suits the task.

The result is that DIO enjoys increased levels of flexibility and better collaboration with staff reporting that they are 3% more productive per year.

Our Future Workplace team Our Future 20002

Our Future Workplace programme

DCMS’ workspace had reached a tipping point.  The fastest growth in the department’s history had led to a chronic lack of space, in a heritage building that’s not easily adapted.  Real issues with morale and productivity began to surface.

It wasn’t possible to expand the floorspace so the Our Future Workplace team - comprising only five people and led by the HR Director - used innovative smart working design, ground-breaking staff engagement and a dizzying whole-department reorganisation to find solutions.  

As a result, staff now have a redesigned office with a huge range of workplace options - that they contributed to and feel belong to them.  Efficient use of space will save the department millions of pounds. The workspaces are buzzing and proving the launchpad to a new smarter work-culture.

50005 and 30002 GCHQ Logo update

Common IT Programme

GCHQ faces many of the same challenges as other organisations, needing their workforce to keep up to date with skills, using technology to deliver their mission, whilst collaborating and communicating with each other. They also face additional constraints in terms of legal and policy compliance, and security, while delivering their critical goal to keep Britain safe and secure. 
Recently, they have gone through some of the most transformative technology changes in the department's history, in unclassified working, collaborative working, cloud based working, mobility and physical learning experiences. 
Over the past year GCHQ has implemented a variety of ground-breaking solutions that have led the way in the intelligence community.
Through a strategy of "Collaboration by default across all areas of GCHQ" and "more working and operating at unclassified" an environment has been created through the use of technology to support the principles of smarter working and ensure the future health and diversity of the organisation by supplying a variety of flexible working platforms. 

Merthyr Tydfil Pilot 40007

Merthyr Tydfil Pilot

To test the appetite for Smarter Working in Welsh Government, a flexible working pilot was run in the Merthyr Tydfil office. Intensive staff engagement took place ahead of the pilot period, including the launch of a new multifunctional Business Lounge timed to coincide with the office’s 10th Anniversary celebrations.  HR and TUS colleagues created new, shorter and simplified HR policies, the most significant change being the removal of core hours. Senior leaders engaged directly with teams and individuals, creating an inclusive culture which values the input of all staff.

The Civil Service People Survey shows that Merthyr Tydfil is now Welsh Government’s most engaged office, with 92% reporting that they are able to effectively deliver their work whilst working flexibly and 68% reporting reduced sickness absence.

The pilot has also provided a blueprint for wider roll-out of Smarter Working, leading to other offices introducing leadership groups and team and individual charters.

50004 MoJ Smarter Working programme

MoJ Smarter Working programme

An early adopter of smarter working, MoJ has shaped its implementation across government. This has been particularly noticeable during 2017 and 2018 and through their active participation in the Smart Working Delivery Board, Programme Board and Practitioner Group. MoJ’s involvement has made a significant contribution to smarter working principles, policy and practice across Government and further afield.

The smarter working team also inspired the Work Smart workshops at Civil Service Live 2018, creating innovative collateral, such as the Get SMART game and a smarter working 'playbook' that's been widely adopted as best practice.

By working collaboratively, the team has enabled other departments and arms' length bodies to adopt smarter working more quickly and easily. MoJ is seen by many organisations it has supported as leading the way in delivering the wider cross-government smart working vision.

  10010 - Workwell

WorkWell

Previously, North Lincolnshire Council worked within discrete areas; space was allocated to teams or according to management structure. Typically, business as usual was coming in to work at a desk, attending meetings in designated rooms and going home at the end of the working day.
 
WorkWell is a councilwide priority which optimises how we do our work and the spaces we use to do it. WorkWell is sponsored an Executive Board who live and breathe the programme. 100 leaders and senior managers in the council are supported by a programme of facilitated ‘WorkWell’ workshops, and a cross-organisational communication plan, including Staff Engagement Sessions led by the Chief Executive, ensure that the entire workforce engages with WorkWell.
 
WorkWell has resulted in a number of council properties being released with significant cost savings, as well as overwhelmingly positive feedback from teams, with about 55% of staff now choosing to work from non-council owned spaces regularly.