paul blantern and john kane in their foreword to the e...

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

This user guide has been setup to work best on an electronic device. It will allow you to navigate quickly around the document and give you quick access to additional information.

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Where you see the Reference Return to Navigation Page, Ctrl + click on the words to be returned to the Navigation Page then choose your next link.

There are no page numbers and this user guide will not work as well if you choose to print it.

You will be able to add information to the guide by clicking into the white boxes to record your findings. These areas have simply been setup using a table format so this may already be familiar to you.

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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

Resources

Additional Information



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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http://intranet.northamptonshire.gov.uk/services/gen/next-gen/pages/faqs.aspx



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 1IMPORTANT – 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 2HOW 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 3Digital 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 4GETTING 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 5HOW 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 produced by the Business Transformation Team in LGSS as a worked example

Step 6YOU 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

Your Team Charter Themes Date of Progress

REF Our_Working_Environment \h \* MERGEFORMAT OUR FLEXIBLE OFFICE

REF Running_Meetings \h \* MERGEFORMAT RETHINKING MEETINGS

REF Flexible_and_Remote_Working \h \* MERGEFORMAT MOBILE WORKING

REF How_we_Work_Together \h \* MERGEFORMAT HOW WE WORK TOGETHER

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Team:

Version :

Date:

Review due:

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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, HYPERLINK "http://lgss.learningpool.com/pluginfile.php/21015/coursecat/description/Environments%20for%20new%20ways%20of%20working.pdf"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

Questions to consider The FutureWhat might good look like in the context of

your teams local circumstances and business requirements?

How do we get there?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 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)

Workplaces and workstations

How will you ensure that you use the workstations within the unit flexibly, fairly and equitably?

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.



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.

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)

Clear Desks

How will you maximise the use of

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.



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

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.

Mobile Devices 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.

Are devices issued on a personal basis or shared basis? If shared, is it clear how they are

Housekeeping responsibilities around maintenance and security of devices are clear.



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 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, HYPERLINK "http://lgss.learningpool.com/pluginfile.php/21015/coursecat/description/People%20and%20Culture.pdf"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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WhatThink in the context of your service area for more examples

How Next Generation Working Examples 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)

MeetingsCan you start to change the way you organise meetings?

Can the team have fewer meetings?

Less frequent, but regular, physical meetingsMove 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.

Can the team transition to Use of shared screens and mobile devices if



paperless meetings through use of mobile devices and shared screens?

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, HYPERLINK "http://lgss.learningpool.com/pluginfile.php/21015/coursecat/description/Environments%20for%20new%20ways%20of%20working.pdf"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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Mobile and Remote LocationsWorking 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?



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

Home Working 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.



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 devicesAmbassadors 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, HYPERLINK "http://lgss.learningpool.com/pluginfile.php/21015/coursecat/description/Technologies%20for%20Next%20Generation%20working.pdf"Click Here for Section 5 of the e-GuideHYPERLINK "http://lgss.learningpool.com/pluginfile.php/21015/coursecat/description/Environments%20for%20new%20ways%20of%20working.pdf", 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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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 SharepointHaving a Team area on SharepointSending links in e-mails, not attachmentsMeeting 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” capabilityUse of video conferencingFuture – use of MS LYNCOne to one meetings, some supervisions, as well as larger meetings are all held remotely in appropriate circumstancesFuture: Remote conferencing is multi-site, not just between 2 locations, when appropriateFuture: 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



(papers, verbal, e-mails)? and applies themDigital 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: Contact with our managers? With other team members? Regular team updates?

Clear understanding of expectations – the Team Charter should assistDaily check of new tasks Regular one to one sessions with your manager (by remote conferencing, where appropriate)Instant messagingTextingMS LYNC (when available)



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 e-mails 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 [email protected] 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 AmbassadorYou 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)

mailto:[email protected]



practices?

InductionNew 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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Next Generation Working Team Charter – Agreement Document

Next Generation Working Team Charter for: Business Transformation TeamVersion: 0.1 Date: 27/02/2014 Review due: May 2015

We agree we will: 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 spaceLeave 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

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



We agree we will...make use of tablets for viewing papers and taking notes 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

At next revision we will revisit...potential for use of MS Lync

effectiveness of tablet solution in meetings

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

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



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

We agree we will...make new staff feel welcome and ensure that they receive induction appropriate to their role

include full contact details (with work mobile number) in our email signature (& details of regular non-working days)

ensure our Outlook address book entry is correct and includes land line and work mobile numbers

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

At next revision we will revisit...use of work mobile phones (how successful has this been?)

potential for use of MS Lync

better use of Outlook alerts and tasks to keep track of work



way

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, OWD, Health, Safety & Wellbeing

Version: 1 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

At next revision we will revisit...



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...

Question the need for 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


Skype for Business and Microsoft Lync for video conference meetings



Challenge if meetings are too long or not focussed 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...

Agree our remote and mobile working with line managers according to the business and customer need and our roles.

Follow the agreed lone working and ‘device use’ DSE protocols and risk assessments

Use the agreed out of office, email signature and answer


How we are using our mobile devices

Creation of hints and tips bank on SharePoint



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 TogetherWe agree we will...

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

Know we can turn off our phone when not at work, promoting


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



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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Next Generation Working Team Charter – Agreement TemplateNext Generation Working Team Charter for: Page:

Version: Date: Review due:

We agree we will: Items, ideas, suggestions to consider next time we review the Charter

OUR FLEXIBLE OFFICE

We agree we will...


We agree we will...


We agree we will... At next revision we will revisit...



We agree we will...


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Additional InformationLGSS Online Learning CentreThe 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 GuidanceOut 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 DetailsVisit our website www.lgss.co.uk/traininganddevelopment to see and enrol on our courses, qualifications and online resources.

Or get in touch via email [email protected] 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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