Next Generation
Working
Your Team Charter
How To
Guide
Copyright © 2015 LGSS: Organisational and Workforce Development
By the public sector, for the public sector
Using Your Next Generation Working Team Charter
How To Guide
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Why?
What?
How to get Started and Monitor Progress
Steps to Success
Team Charter Progress Tracker
Your Team Charter Themes
OUR FLEXIBLE OFFICE
RETHINKING MEETINGS
MOBILE WORKING
HOW WE WORK TOGETHER
Resources
Agreement Document
Additional Information
Copyright © 2015 LGSS: Organisational and Workforce Development
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Why?
Paul Blantern and John Kane in their Foreword to the e-Guide to Next Generation Working
are clear about their vision of how we all need to change the way we work:
“Next Generation Working is about much more than using the latest gadgets. Rather, it
requires a change of culture, encouraging us to be more collaborative with each other, more
responsive to our customers and more flexible in the way we work…. It’s also about moving
from traditional inflexible workspaces to the realisation that work can take place almost
anywhere (‘my desk’ to ‘any place’). Work in the 21st century is what we do, not where we
do it.”
Why do we need a Team Charter?

NGW is essentially about people, behaviour and culture change. It is about bringing
about change in the way people work, empowering them to work in more flexible
ways to deliver better services and improve work-life balance

Working more flexibly may involve new options in terms of time and place. It is
therefore important that teams have well understood and agreed operating
guidelines so everything works smoothly. We are calling these Team Working
Practices and they are recorded in a Team Charter

Managers and Ambassadors need to be proactive, and discuss and agree solutions
that fit with their own teams and improve the way they work together. There is no
one size fits all –it is important that agreed working practices should be within the
context of each unique set of business requirements, service delivery and customer
need, in order to improve they way they work together.

The Team Charter should not simply record current team working practices. It should
challenge existing working practices and set out how the team will adopt the
principles of the Next Generation Working Programme
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What?
What is the scope of this Team Charter?

Next Generation Working extends the possibilities for working at different locations
and at different times, to increase the effectiveness of how we work. Employees
may be able to blend different working options, according to the needs of the
business and the tasks in hand.

Every employee has the right to request one of the flexible working options click
here and scroll to page 21 of e-Guide and should discuss this with their manager.
This Team Charter is however only concerned with how the team works collectively,
not with individual working arrangements.
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Steps to Success
How to create your Team Charter
Step 1
IMPORTANT – DO NOT START YOUR TEAM CHARTER UNTIL YOU
HAVE SHOWN THE What is Next Generation Working? Bite-size
Slide Pack

Before starting you MUST have shown your team the What is
NGW? Bite-size Slide pack so they understand the drivers and
benefits of the Next Generation Working Programme

Recap again that there will be benefits both to the organisation
(efficiencies and modernisation) and to the individual (work-life
balance and greater autonomy/choice)
Step 2
HOW LONG DO I NEED TO COMPLETE A CHARTER?

The Team Charter is divided into four sections found on the
Theme page and can be completed in any order/combination

It is recommended you develop your charter in two sessions,
choosing two sections to complete each time. As an approximate
guide each session of two sections might take around 1.5 hours,
but will vary according to the unique circumstances of each team
Sit down with your Team Manager and decide which two to work
on first, and BOOK SLOTS AT TEAM MEETINGS


You should aim to complete your first Team Charter within 3
months of starting, with an initial review of the Team Charter
taking place within 6 months and, thereafter, at least annually
Step 3
Digital First

The Charter is designed as a ‘Digital First’ electronic document. If
possible complete it on tablets/laptops or PCs. If not then use
paper during the meeting and transfer afterwards electronically
to the Next. Refer back to the Using Your Next Generation
Working Team Charter How To Guide
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Step 4
GETTING STARTED WITH YOUR TEAM - EXPLAIN THE WHY? AND
WHAT? And What
 First explain the Why?
 Next explain the What?
 Then give a brief overview of the Team Charter structure using
the Navigation Page
Step 5
HOW DO I ORGANISE MY TEAM TO START WORK ON THE CHARTER?

Getting your team into small groups can be effective in giving
more people a chance to talk and participate Click on the theme
you are starting with from the Theme page

Paint them a picture of an ideal, generic future – explain ‘What
Good Looks Like’ for that theme

Then explain the column headings from left to right, and explain
they need to look at the examples given (above in blue box and
below in table) and discuss and agree how they can move
towards them - agreed actions can start with We agree we will...
(can do now) or In the future we will revisit....(can do later)

IMPORTANT - Explain there is no ‘one size fits all’ and they will
need to take into account their own unique business needs and
that every Charter will look different
IMPORTANT – Show your team the real, finished Agreement
Document produced by the Business Transformation Team in
LGSS as a worked example

Step 6
YOU NEED TO BOOK A DATE SIX MONTHS AHEAD FOR UPDATING
NOW
 The Next Generation Working Programme is gathering pace and
new technology such as hardware (tablets, laptops and
smartphones) and software (MS Lync and Sharepoint 2013) will
soon be rolled out

Your Team Charter may rapidly become out of date as the way
we all work will be changing rapidly. It is essential to revisit the
Charter. An initial review of the Team Charter should take place
within 6 months and, thereafter, at least annually

Having an effective, up to date Team Charter, agreed by all
members will become increasingly important to ensure the
smooth running of teams
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Team Charter Progress Tracker
Team:
Version :
Date:
Review due:
Next Review Date :
Your Team Charter Themes
Date of Progress
OUR FLEXIBLE OFFICE
RETHINKING MEETINGS
MOBILE WORKING
HOW WE WORK TOGETHER
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OUR FLEXIBLE OFFICE – Read across from left to right and agree actions in last column
To find out important information about how we will be working more flexibly in our offices, and how
they will be changing, Click Here for Section 4 of the e-Guide>>>
THE FUTURE - WHAT MIGHT GOOD LOOK LIKE? (Remember there is NO ONE SIZE FITS ALL). Adapt the generic examples below so that they
work effectively within your team with its own unique set of business requirements and customer needs.






With new technology, tasks are carried out from a range of locations, and there is less need in the office for so many fixed
workstations. Workspaces transition from desks being allocated to an individual (personal space) and left vacant when that person is
not in the office, to being seen as team resources that are shared and can be used by anyone (shared space), to make better use of
space
Workspaces are created on the basis of the tasks being carried out there. This is known as activity based working, and the spaces will
include a mix of facilities, such as traditional desk with terminal / monitor, to desks with docking stations or open desks, together with
informal meeting areas, with staff choosing the most appropriate location according to task
Shared areas are welcoming and provide tools for creative and collaborative working (supported by mobile IT)
There is a clear desk policy in which personal possession and papers are not left on desks overnight but put away in personal lockers
and team storage areas.
Where staff are to be away from a terminal for 2 hours or more they log out and clear the workspace so that others can use it.
All staff use a “Digital first” approach and the office is decluttered. Team storage of papers is reduced to a minimum by scanning and
destroying; archiving off site, and moving to electronic based storage.
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Check Everyone
Understands
What
Questions to consider
How
The Future
How do we get there?
What might good look like in the context of
your teams local circumstances and business
requirements?
Discuss and agree actions to start improving practice
Next Generation Working Examples
Think in the context
of your service area
for more examples
Workplaces and
workstations
How will you ensure
that you use the
workstations within
the unit flexibly,
fairly and equitably?
Start your agreed actions with one of the following:
We agree we will....... (can do now)
In the future we will revisit..... (can do later)
How will you start to move from
personal desks to shared
workspace, and workstations
which can be used by any
member of staff?
Anyone with special
requirements and how are
these catered for?
Workspace / stations to be used flexibly, not
assigned to individuals on the basis of habit,
seniority or preference.
Workspace will be assigned on the basis of the
activity being carried out. Whilst some desks
may be fixed desks for an assigned priority user,
they may be used by other staff when the
priority user does not need them.
Other specialist equipment such as chairs are
moveable and do not justify the user being
allocated a fixed desk.
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How can you make sure the
arrangements are fair?
How can you make sure that
non team members using team
spaces will be made welcome?
Whilst the team has its own allocated space, this
is NOT exclusive team-space, and is also
available to other employees of the
organisation, as the need arises
Please do NOT introduce a desk booking system,
other than in exceptional circumstances, as this
restricts flexibility, particularly for staff outside
the team.
Clear Desks
How will you
maximise the use of
Can you change the mix of
workspaces to make things
more flexible?
Can some traditional desks, terminals and
monitors be removed and replaced by smaller
desks with docking stations or left open, can
informal meeting spaces be introduced? (if so
will need to liaise with property services to
make the changes)
Where will the papers etc go?
Work-in-progress should not be stored on desks,
but in team storage or project areas. This is
particularly important overnight.
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our workstations?
Where will personal items go?
Personal items should be stored in pedestals
where still available, and only located on desks
during periods of active occupation. This is
particularly important overnight.
Future: Lockers will be available
Mobile Devices
How will you monitor good
practice?
If a desk or other work area is to be left
unoccupied for more than an agreed threshold
(e.g. 2 hours), the user must log out and the
desk should be cleared for use by others.
If your team uses mobile
devices (see flexible / mobile
working below), does your
office environment allow their
use?
This means ensuring that some workspaces are
fitted with docking stations and appropriate
peripherals or, for short terms use, some open
desk space is available.
Is it clear how to get use of
these when needed?
Clearly understood processes on reserving,
booking and issuing devices.
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Are devices issued on a personal Housekeeping responsibilities around
basis or shared basis? If shared, maintenance and security of devices are clear.
is it clear how they are
reserved, issued and booked
back in? Are responsibilities
around shared devices, such as
who charges them, clear?
Are there appropriate
peripherals (headsets, chargers
etc) and business Apps on the
devices
Future: Catalogue of peripherals and Apps. To
be available on e-works to order
Are staff trained to use the
devices effectively?
Future: Improved Intranet guidance and FAQs
on using these devices
Future: Ambassadors are available to help other
team members.
Digital First
Approach
Reduced paper
production and
storage
Does your team use and store
paperwork in the office? If so,
are there opportunities to
reduce the amount of paper
documents stored? You could
look at reducing duplication;
scanning; archiving off site and
storing electronically?
This means exploring why your team has
paperwork and looking at alternatives. If paper
is sent to your team, can this be sent
electronically instead? If not, can you scan it in
when you receive it and destroy the original? Do
you need to print papers or can you make use of
electronic storage? If papers are held by the
team, can those that are not regularly referred
to be stored off site? Have you reviewed your
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paper storage recently?
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RETHINKING MEETINGS – Read across from left to right and agree actions in last column
To find out important information about Rethinking Meetings, Click Here for Section 3 of the e-Guide
and scroll to page 14>>>
THE FUTURE - WHAT MIGHT GOOD LOOK LIKE? (Remember there is NO ONE SIZE FITS ALL). Adapt the generic examples below so that
they work effectively within your team with its own unique set of business requirements and customer needs

Meetings are only held when necessary in order not to waste valuable staff time. Before holding a meeting, consider whether a
meeting is the most effective way to achieve the outcome desired. Formal meetings are replaced where possible by shorter
interactions, in person, online, or mixed physical/virtual.

Meeting attendees are not necessarily present for the whole meeting. People are called remotely when needed, or respond to
questions by instant messaging. Where a meeting is needed, technology is exploited to prevent unnecessary travel. Video
conferencing, telephone conferencing or (in the future) Microsoft LYNC (similar to SKYPE) facilities are used to save both time and
money.

Meetings take place in a mix of informal meeting areas and formal meeting rooms. Formal meeting rooms will only be used where
there is a need to dial in/video link to others who are not physically present or where the subject matter is sensitive / confidential.

We all have a clear understanding of how we use our meeting rooms with a simple process for booking where necessary. Most
meeting rooms are not bookable. Meeting rooms are vacated as soon as they are no longer needed, so they are available to others. If
a booked meeting room is no longer needed, the booking is cancelled as soon as possible so others can book it.

When we are hosting meetings, we give reasonable notice and provide timely, succinct electronic material (if it is needed).

Where possible we describe meetings by the intended outcome, not by the generic project name, so that invitees can make a sensible
assessment of whether they are equipped to make a contribution to the desired outcome.

We are all using the Digital Future and meetings are paperless. The standard way of operating is to take mobile devices to meetings to
view papers, take notes and show presentations.
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Check Everyone
Understands
Questions to consider
The Future
How do we get there?
What might good look like in the context of
your teams local circumstances and business
requirements?
Discuss and agree actions to start improving practice
What
Think in the context
of your service area
for more examples
How
Next Generation Working Examples
Meetings
Can you start to
change the way you
organise meetings?
Can the team have fewer
meetings?
Less frequent, but regular, physical meetings
Move from formal meetings to shorter
interactions using a mixture of physical/virtual.
Reduce the number of people at a meeting for
the whole session, calling in people remotely
when needed, or have them answer questions
by instant messaging? (When MS Lync is
available).
Can the team use technology to
reduce travelling to meetings?
This includes using telephone and video
conferencing. Future: MS LYNC will greatly
improve video conferencing during 2015 (MS
Lync allows instant messaging and is also a
business form of Skype).
How do we reduce the volume
of notes recorded at meetings?
Use of standard meeting site template, with
only actions and decisions recorded.
Set up a meeting site on Sharepoint so papers
are all electronically stored and accessible
through links.
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Start your agreed actions with one of the following:
We agree we will....... (can do now)
In the future we will revisit..... (can do later)
By the public sector, for the public sector
Can the team transition to
paperless meetings through use
of mobile devices and shared
screens?
Use of shared screens and mobile devices if
appropriate
Can we make the meetings
paperless?
Availability of appropriately equipped meeting
rooms plus use of laptop / tablet devices and
Wi-Fi
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MOBILE WORKING – Read across from left to right and agree actions in last column
To find out important information about Mobile Working, Click Here for Section 4 of the e-Guide>>>
THE FUTURE - WHAT MIGHT GOOD LOOK LIKE? (Remember there is NO ONE SIZE FITS ALL). Adapt the generic examples below so that
they work effectively within your team with its own unique set of business requirements and customer needs

We examine tasks we carry out in our job role and suggest how they might be done most effectively in terms of different times and
locations while meeting the needs of the business

We consider for each task, whether changing the time and location it is carried out in, has the potential to reduce the financial and
environmental footprint of the organisation’s working practices

We all consider the impacts on teamwork of any changes made, e.g. how team communications and group tasks might need to evolve
to maximise the benefits

We have foremost in our mind when, how and where our customers need to and would like to access services, e.g. 24/7, or via
Internet rather than face to face

We ensure that our whereabouts are known to colleagues by keeping our calendars up to date and expectations are clear about
communicating effectively and keeping in touch.

Those of us, who are managers, have the confidence to manage outcome focussed teams at a distance and with different work
patterns.
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Check Everyone
Understands
Questions to consider
The Future
How do we get there?
What might good look like in the context of
your teams local circumstances and business
requirements?
Discuss and agree actions to start improving practice
What
Think in the context
of your service area
for more examples
How
Next Generation Working Examples
Mobile and Remote
Locations
Working away from
a single team base
Are team members encouraged
to choose a location that best
suits their task and reduces the
financial and environmental
footprint of the organisations
working practices?
Choosing the more effective time and location
for a task could time, money.
Could altering the time and
location tasks are carried out
offer a better service to your
customers?
Would your customers prefer a more flexible
service, e.g. 24/7 or internet based?
If not working at ‘base office’,
which other locations will team
members be working from?
This can reduce unnecessary travelling. Are
team members permitted to start and finish
work away from their base location?
What facilities do team members need to work
effectively away from their base office? Do team
members know where else can these be found?
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Start your agreed actions with one of the following:
We agree we will....... (can do now)
In the future we will revisit..... (can do later)
By the public sector, for the public sector
Home Working
Do cover arrangements need to
be put in place at the “base
office”?
If cover is needed, does this need to be a
physical presence or could telephone cover be
given through call forwarding?
Do staff understand any cover arrangements
they are required to be involved with?
Have the team considered
working from public locations,
such as coffee shops, Libraries
Are effective lone worker practices in place?
Future: Further advice on good practices
around working in public places will be
available in March 2015
Are team members encouraged
to do occasional home working?
Occasional home working can be encouraged
where it fits the role, but is not compulsory.
Staff will not be given funding to enable this and
will need to consider H&S issues. There must be
a clear agreement with the team manger
around when staff will work form home. Staff
must be contactable when working from home
and be prepared to come into work , if required
Which type of device best fits
the team role / roles
Devices are carefully matched to the work being
performed. May be a mix of Smartphones,
laptops and tablets.
A comparison of the relative advantages of
laptops and tablets is now available in the Next
Generation Working Bitesize Slidepack
Are devices issued on a personal
basis or shared basis? If shared,
is it clear how they are
reserved, issued and booked
back in? Are responsibilities
Clearly understood processes on reserving,
booking and issuing devices.
Housekeeping responsibilities are around
maintenance and security of devices are clear.
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around shared devices, such as
who charges them, clear?
Are there appropriate
peripherals (headsets, chargers
etc) and business Apps on the
devices
Future: Catalogue of peripherals and Apps. To
be available on e-works to order
Are staff trained to use the
devices effectively?
Future: Improved Intranet guidance and FAQs
on using these devices
Ambassadors are available to help other team
members.
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HOW WE WORK TOGETHER – Read across from left to right and agree actions in last column
To find out important information about How We Work Together, Click Here for Section 5 of the eGuide, scroll to page 38 >>>
THE FUTURE - WHAT MIGHT GOOD LOOK LIKE? (Remember there is NO ONE SIZE FITS ALL). Adapt the generic examples below so that
they work effectively within your team with its own unique set of business requirements and customer needs.








We will exploit the functionality of Sharepoint (where it is rolled out) to allow us to share documents and work together
collaboratively
We will exploit the functionality of remote conferencing technology) in order to communicate effectively using instant messaging;
keep in touch with employees through presence management (allows knowledge of when staff are available to contact) and save on
time and travel through using video conferencing
While working flexibly, we will manage information securely, following security policies to protect personal and sensitive information
While working flexibly, we will keep in touch with our manager and other team members, where appropriate
We will use e-mail more effectively
We will work with our Next Generation Working Change Ambassador who is role modelling new ways of working; providing expertise
and signposting us to resources, training and further support within the Next Generation Working Programme team as appropriate
Our Next Generation Working Change Ambassador is training and empowering team members to think differently, challenge business
process and make some real improvements to drive efficiencies and provide a higher quality of service to our customers
New employees are inducted effectively to have a good understanding of Next Generation Working principles and practices
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Check Everyone
Understands
Questions to consider
The Future
How do we get there?
What might good look like in the context of
your teams local circumstances and business
requirements?
Discuss and agree actions to start improving practice
What
Think in the context
of your service area
for more examples
How
Next Generation Working Examples
Sharepoint 2013
Can we use Sharepoint to
reduce the number of
attachments we send and to
collaborate better?
Storing documents that others may need access
to on Sharepoint
Having a Team area on Sharepoint
Sending links in e-mails, not attachments
Meeting documents are held on a Sharepoint
meeting site
Remote
Conferencing
Facilities
Can we make better use of
remote conferencing
capabilities to reduce travel?
Use of telephone conferencing capabilities –
VOIP phones and “Meet Me” capability
Use of video conferencing
Future – use of MS LYNC
One to one meetings, some supervisions, as well
as larger meetings are all held remotely in
appropriate circumstances
Future: Remote conferencing is multi-site, not
just between 2 locations, when appropriate
Future: Documents are shared on screen at
conferences
Confidentiality
In an open plan office, what
precautions can be taken
The team understands internal codes of conduct
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Start your agreed actions with one of the following:
We agree we will....... (can do now)
In the future we will revisit..... (can do later)
By the public sector, for the public sector
(papers, verbal, e-mails)?
and applies them
Digital First will assist as this reduces paperwork
that can be seen on desks. Screens to be locked
when not in use. Use of alternative spaces for
sensitive discussions.
Information Security
When working flexibly how will
you ensure your team are
working securely by following
Council security policies to
protect personal or sensitive
information?
Ensuring the security of information is more
challenging in flexible working settings.
Meet the standards set out in any Safe
Information Handling Policy, Mobile Device
Policy and other relevant policies, taking
particular care with materials at the ‘protect’
(sensitive) and ‘restricted’ (very sensitive) levels.
Future: A new secure email system and Fax to
Desktop solution will assist here.
Information Sharing
How will you ensure the
effective sharing of
information?
Continue to save documents to the agreed
shared locations and share them using links so
that, even if you are not around, people working
with you can find and access the information
they need.
Can further steps be taken in this direction
when reviewing existing working practices.
Keeping in Touch
What expectations do we have
for:
Clear understanding of expectations – the Team
Charter should assist
Daily check of new tasks
Regular one to one sessions with your manager
(by remote conferencing, where appropriate)
Instant messaging
Texting
MS LYNC (when available)



Contact with our managers?
With other team members?
Regular team updates?
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Team briefing materials (e.g. newsletter)
Core Brief team meetings (or other regular
sessions)(with attendance by remote
conferencing, where appropriate)
E-mail protocol
Does the team handle e-mails
effectively? Is there a consistent
approach?
Consider discussing ways of
making e-mails more effective
in your team.
Who should you copy in? Could you restrict this
as a team?
Who should you escalate to?
Could you include in the title - Action or
Decision or Information?
Is there a consistent way to handle items
received?
Is there a consistent way to use tasks and alerts
to track actions required?
Are e-mails deleted, when not needed?
Can you devise a simple protocol to make emails more effective?
Future: further guidance on good practice in
handling e-mails is due in April 2015
NGW Change
Ambassadors
Do you have a Next Generation
Working Change Ambassador in
your team or a team nearby?
(Ask
ngw@northamptonshire.gov.uk
if you don’t know who they are
or want any further help)
Alternatively, is there anyone in
your team who has particular
skills that can be used to assist
with supporting new working
Identify and use your local Change Ambassador
You are working with your change ambassador
or team manager to challenge existing working
practices and introduce NGW practices, where
appropriate.
Team members who have particular skills and
can assist other team members (e.g. technology
super users)
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Copyright © 2015 LGSS: Organisational and Workforce Development
By the public sector, for the public sector
practices?
Induction
New staff
How can the team ensure that
new staff are familiar with these
ways of working?
Team induction process in place taking into
account Next Generation Working and
challenges of induction in a remotely working
team
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Copyright © 2015 LGSS: Organisational and Workforce Development
By the public sector, for the public sector
Next Generation Working Team Charter – Agreement Document
Next Generation Working Team Charter for: Business
Version: 0.1
Transformation Team
Date: 27/02/2014
We agree we will:
Review due: May 2015
Items, ideas, suggestions to consider next
time we review the Charter
OUR FLEXIBLE OFFICE
We agree we will...
continue to operate a shared-desk policy:
making visitors welcome to share space
Leave desks (& windowsills) clear and clean at the end of the
day
store personal items in lockers & pedestals
log-out of network & clear desk if we expect to be away from a
desk for 2 hrs+
store and / or dispose of confidential working papers
appropriately
Copyright © 2015 LGSS: Organisational and Workforce Development
Copyright © 2015 LGSS: Organisational and Workforce Development
At next revision we will revisit...
our team space to ensure that we are making
best use of it, including looking to introduce some
smaller desks for laptop / tablet users and some
informal discussion points?
use of personal lockers & pedestals
By the public sector, for the public sector
RETHINKING MEETINGS
We agree we will...
make use of tablets for viewing papers and taking notes in
meetings
At next revision we will revisit...
potential for use of MS Lync
effectiveness of tablet solution in meetings
make best use of time spent in meetings
only hold meetings where absolutely necessary, using tele and
video conferencing facilities, where possible, to save on travel
times and claims
minimise use of external, costly venues for meetings
MOBILE WORKING
We agree we will...
ensure the remote working or home environment meets lone
working requirements and follows DSE guidelines, as
appropriate
always be able to be contacted by phone wherever we are
working (including when working from home) – through
smarter use of mobile phones and personalised regular &
“holiday” voicemail on all work phones
share and use Outlook calendars effectively, making it clear
Copyright © 2015 LGSS: Organisational and Workforce Development
Copyright © 2015 LGSS: Organisational and Workforce Development
At next revision we will revisit...
potential for use of MS Lync
development of a list of suitable remote working
locations, e.g. libraries, secure Wi-Fi hot spots
By the public sector, for the public sector
where we are working (with phone contact information)
agree flexible working locations with our line manager
understand and follow standards for information management
& mobile working to ensure that information cannot be
inappropriately accessed
be a role model for use of mobile technology, ensuring we
understand functionality, pro-actively helping /supporting
colleagues (in team and across business)
urgently report missing mobile devices or information
HOW WE WORK TOGETHER
We agree we will...
make new staff feel welcome and ensure that they receive
induction appropriate to their role
At next revision we will revisit...
use of work mobile phones (how successful has
this been?)
include full contact details (with work mobile number) in our
email signature (& details of regular non-working days)
potential for use of MS Lync
ensure our Outlook address book entry is correct and includes
land line and work mobile numbers
better use of Outlook alerts and tasks to keep
track of work
respond promptly and appropriately to all emails
share documents on SharePoint, using links in emails and
documents rather than attachments and promote use in this
way
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Copyright © 2015 LGSS: Organisational and Workforce Development
By the public sector, for the public sector
regularly “housekeep” emails and saved documents
scan documents which need to be kept and dispose of paper
copies
not print /print in colour unless absolutely necessary
capture information about individual skills within the team
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Next Generation Working Team Charter
LGSS People Services – HR Advisory, Policy,
Version: 1
OWD, Health, Safety & Wellbeing
September 2015
Review in April 2016
Our Flexible Office
We agree we will....
 Individually reduce our printing significantly from October to
March by 50% to ensure we are moving towards our no
printing target.
 not print or copy any papers (except agreed essential training
course materials) by April 16
 Keep our working space clean and clear
 Actively sit in a different working space each week from Jan
16, and a different space each day from April 16
 Use lockers (where available) or pedestals to store personal
items but ensuring they are kept to essentials only, no
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Copyright © 2015 LGSS: Organisational and Workforce Development
At next revision we will revisit...
By the public sector, for the public sector
personal items left on desks
 Create a workspace (equivalent to 4-6 desks) in the office area
at Riverside House which will enable staff to concentrate/focus
on work for a limited amount of time without fear of being
interrupted/disturbed
Rethinking Meetings
We agree we will...
At next revision we will revisit...
 Question the need for meetings
 Skype for Business and Microsoft Lync for video
conference meetings
Phone call
Video Conference
“Huddle”
Meeting
 Ensure that our meetings are run efficiently
 The chair will ensure the meeting has a clear purpose
and agenda, with attendees kept to the minimum
required
 The chair will be responsible for ensuring the meeting
runs to time
 Turn up on time
 Challenge if meetings are too long or not focussed
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Copyright © 2015 LGSS: Organisational and Workforce Development
By the public sector, for the public sector
 By December 2015, run all internal team & HR facilitated
meetings as paperless, using projectors
 Note actions as opposed to full minutes (except in agreed
circumstances such as formal hearings)
 Reports and agenda will be written concisely with the reader
considered. They will be embedded or combined as one rather
than being sent as separate attachments
 Run 15 minute workshops ‘How to use Video Conferencing’ in
both Northamptonshire and Cambridgeshire (OWD only)
 Ensure we bring our tablets to meetings where appropriate.
Mobile Working
We agree we will...
At next revision we will revisit...
 Agree our remote and mobile working with line managers
according to the business and customer need and our roles.
 How we are using our mobile devices
 Follow the agreed lone working and ‘device use’ DSE protocols
and risk assessments
 Use the agreed out of office, email signature and answer
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Copyright © 2015 LGSS: Organisational and Workforce Development
 Creation of hints and tips bank on SharePoint
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phone message
 Keep our outlook calendar up to date and open to all. We will
include details of where we are – avoid using private
appointment
 No longer use any paper diaries (any ordered for 2015/16 will
be cancelled) from Jan 16
 No longer use notebooks to record notes/actions by April
2016, where tablets are available as an alternative
 Ensure we have our tablets when off site and/or visiting
customers
How We Work Together
We agree we will...
At next revision we will revisit...
 Abide by our email protocol
 Only copy people in who need to be copied in
 Know we can respond in our working time as opposed to
the working time of the sender albeit ensuring customer
needs are met
 Sharepoint – are we using our team site correctly, is
the electronic filing system working
 Use of a Team Forum on Sharepoint
 Microsoft Lync and how we can use it
 Skype and how we can use it
 Know we can turn off our phone when not at work, promoting
Copyright © 2015 LGSS: Organisational and Workforce Development
Copyright © 2015 LGSS: Organisational and Workforce Development
By the public sector, for the public sector
work life balance and wellbeing
 Make use of what technology and mobile devices are available
now (e.g. blog) to share information in preparation for
SharePoint going live.
 Complete the online SharePoint training by 1st October if you
have not already
 Only use SharePoint for storing our documents from site
launch dates (Between Nov 2015 and Jan 2016)
 Familiarise ourselves with the new intranet and actively
promote it’s use with our customers
 Ensure new colleagues are inducted properly on the new ways
of working and their mobile equipment (tablet/phone etc) is
ordered in time
 Ensure our contact details are up to date and available and
that we answer our phones and return calls
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Copyright © 2015 LGSS: Organisational and Workforce Development
Copyright © 2015 LGSS: Organisational and Workforce Development
By the public sector, for the public sector
Next Generation Working Team Charter – Agreement Template
Next Generation Working Team Charter for:
Page:
Version:
Review due:
Date:
We agree we will:
Items, ideas, suggestions to consider next time we
review the Charter
OUR FLEXIBLE OFFICE
We agree we will...
At next revision we will revisit...


RETHINKING MEETINGS
We agree we will...
At next revision we will revisit...


MOBILE WORKING
We agree we will...
Copyright © 2015 LGSS: Organisational and Workforce Development
Copyright © 2015 LGSS: Organisational and Workforce Development
At next revision we will revisit...
By the public sector, for the public sector


HOW WE WORK TOGETHER
We agree we will...

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Copyright © 2015 LGSS: Organisational and Workforce Development
Copyright © 2015 LGSS: Organisational and Workforce Development
At next revision we will revisit...

By the public sector, for the public sector
Additional Information
LGSS Online Learning Centre
The Online Learning Centre hosts a range of online courses, resources, forums and webcasts
and so much more! We are happy to provide the link below if you do not already have a
login.
http://lgss.learningpool.com/
Good Practice Guidance
Out of Office Reply:


You do not need an out of office when you are working from home or working at other
locations – you are not ‘out of the office’ as you are working and contactable by telephone
and e-mail in the same way as you would be if you were physically in you designated office
base.
You only need to use your ‘out of office’ if you are not contactable i.e. training, leave, NWD,
sick etc.

Our standard e-mail wording is: I am out of the office until (day, date, month), if your e-mail
is urgent please forward to (alternative e-mail address) or I will respond to your e-mail on
my return. Thank you.

Our standard voice mail wording is: I am out of the office until (day, date, month), if your
call is urgent please contact (name and number of alternative person) or leave a message
and I will respond on my return. Thank you.

Please remember to check that the alternative person is available when you quote their
details
Outlook E-Mail Signature:

Should include your e-mail address, office and mobile phone number and any other relevant
contact arrangements
Contact Details
Visit our website www.lgss.co.uk/traininganddevelopment to see and enrol on our
courses, qualifications and online resources.
Or get in touch via email lgssowd@northamptonshire.gov.uk or phone 01604 368123.
We’re on Twitter too! Follow us on @lgssowd.
We’d love to hear how you found your training and welcome any feedback, just send us
an email.
The use of this material is free of charge provided LGSS: Organisational and Workforce
Development is identified as the author (or where indicated otherwise on materials). This
material may not be sold, or published in any form without prior consent from LGSS:
Organisational and Workforce Development.
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Copyright © 2015 LGSS: Organisational and Workforce Development
Copyright © 2015 LGSS: Organisational and Workforce Development