Congratulations to all the 2017 winners.

The Chris Martin Policy Award

Recognising excellent domestic or international policy-making in action, for example by:
●    developing or using a sound evidence base, capturing knowledge from a variety of disciplines and sources, and applying robust analysis to understand the data and inform decision-making;
●    incorporating a diverse range of inputs, showcasing open policy-making, engaging effectively with stakeholders, while managing the wider political context;
●    developing and designing policy with implementation, delivery and user need as priorities from the outset, using new and innovative approaches, as appropriate.


The Nominees

The Christ Martin Policy Award_One HMG G20 negotiating 'team' on Antimicrobial Resistance (AMR) - DEPARTMENT PHOTO190x122

One HMG G20 negotiating 'team' on Antimicrobial Resistance (AMR), Department of Health

Last year, a cross-government collaboration achieved the 2016 UN General Assembly declaration on antimicrobial resistance (AMR). Building on this, teams across Whitehall and abroad secured substantial commitments on this global health challenge at this year's G20. The AMR Review (2016) estimated that, worldwide, 700,000 people die of drug-resistant infections annually and that, without action, this number could rise to 10 million a year by 2050. It also made clear that no one country can tackle the issue alone. Policymakers and negotiators have worked across departmental boundaries and time zones to negotiate tangible outcomes from the 2017 agriculture and health ministers' declarations and, most importantly, the leaders' communiqué.

The Chris Martin Policy Award_Stabilisation Unit Middle East and North Africa Team_190x120

Stabilisation Unit Middle East and North Africa Team, Department for International Development

The Foreign and Commonwealth Office (FCO) and National Security Secretariat tasked the Stabilisation Unit (SU) to produce an analysis on stabilisation of Mosul and Iraq to inform HMG and the international community's planning and support of the government of Iraq after Mosul's liberation. The report built on the lessons of the Iraq Inquiry, and followed its recommendations to include a realistic range of scenarios and a clear articulation of risk. The product was praised as "outstanding" and of "staggering quality" by Department for International Development (DfID) and FCO ministers for its depth of analysis, coherent theory of change and strategic value. The product shaped the NSC-mandated scaled stabilisation offer and helped shape the wider international community response. 

The Chris Martin Policy Award_ Teaching Excellence Framework Team_190x108

Teaching Excellence Framework Team, Department for Education

The Teaching Excellence Framework (TEF) Policy team has led a groundbreaking policy process to create and deliver a new assessment to rate the quality of teaching in higher education providers. Despite numerous challenges, they have created a well-evidenced framework, built a groundswell of sector support (with 300 participants) and delivered the assessment on time and within budget. For the first time ever there exists an official government rating of higher education teaching – information that will be used to shape the life decisions of hundreds of thousands of prospective students and a feat the minister described as “truly incredible”. One vice-chancellor described TEF as “a massive game-changer” that would “create new hierarchies of universities”.

The Collaboration Award

Recognising excellence in co-operative and joint working across departments, local government, UK Government or Devolved Administrations.  This could include examples of:
●    work that exemplifies the principles of mutual respect, cooperation and collaboration and improves the knowledge and skills of others.
●    joint working across and between the UK Government, departments, Devolved Administrations or Local Authorities that is empowering communities and boosting growth;
●    successful project, policy or public service delivery achieved through effective leadership, negotiation and collaboration with others;


The Nominees

The Collaboration Award_Common Legislative Solutions - Justin Leslie James George Luke Norbury Gavin Sellar_190x165

Common Legislative Solutions, The Office of the Parliamentary Counsel, The Parliamentary Counsel Office (Scotland) The Office for the Welsh Legislative Counsel The Office of the Legislative Counsel (Northern Ireland)

A group of legislative drafters has developed an innovative system to help formulate policy for new legislation. Despite the effort that goes into Bill work, surprisingly little is done to apply lessons learned from previous projects. The group sought to change this by analysing data to identify the most commonly repeated provisions in legislation. They then produced tools to help policymakers and lawyers find common legislative solutions. Combining legislative expertise from the UK's four jurisdictions, these tools are a guide to developing policy for eight of the most commonly recurring problems solved by legislation, with more to follow. The aim is to make policy-making more efficient and law-making more consistent.

The Collaboration Award_Genomics Science and Emerging Technology Branch_190x120

Genomics Science and Emerging Technology Branch, Department of Health

Genomics is the study of the complete set of genetic information within an organism. Through DH's groundbreaking 100,000 Genomes Project – coordinated by the Genomics Science and Emerging Technology Branch – the UK is leading the world in the use of genomic technology. The project combines elements of both research and clinical application in routine NHS care, so the Department of Health team has made use of Civil Service convening and brokering skills to collaborate with partner organisations across UK government and beyond. As a result, the project is benefiting patients, transforming the NHS, enabling cutting-edge research, contributing to UK growth and growing public understanding of the innovative field of genomics.

The Collaboration Award_HMP Berwyn Project Delivery Team

HMP Berwyn Project Delivery Team, Ministry of Justice

The Berwyn Project Team embraced the core values of the Civil Service Code, developing a strong partnership between contractors, Department of Work and Pensions (DWP), Welsh government, local authorities and the Construction Industry Training Board (CITB) to leave a lasting legacy. The redevelopment of a former factory site in Wrexham into the first prison for North Wales has brought significant benefits to the community. By using local goods, services and labour, they boosted the economy, improved transport and provided jobs and education opportunities. The team delivered education and employment training events, published a monthly newsletter and created a community ecology garden. Annual community projects have included overhauling a playground in 2015, and creating a sensory garden in 2016. 

The Commercial Award

Recognising an individual or team’s exemplary commercial skill and sound business judgement in delivering an exceptional outcome and value for money for government. This includes using robust commercial know-how, a willingness to challenge the status quo, and innovative approaches:
●      to maintain effective delivery of a service while reducing its cost and consumption of resources; eliminating waste; managing suppliers to secure improved commercial terms for government, and procuring goods and services at favourable/economical rates;
●      as part of a project that has transformed a service, increasing its effectiveness for the user and reducing its cost to the taxpayer;
●      to provide high-quality management information, analysis or guidance that has led to more effective commercial decision-making and optimised service delivery at greater value for money.


The Nominees

The Commercial Award_Waste Procurement Programme Office x190

Waste Procurement Programme Office, Welsh Government

The Waste Infrastructure Procurement Programme was established to implement the Welsh government's strategy, Towards Zero Waste. It supports local authorities in delivering sufficient treatment capacity to meet EU landfill diversion and statutory Welsh Government recycling targets. It has achieved large economies of scale and significant public value by bringing local authorities together in regional hubs. This collaborative approach has resulted in forecast savings of £525m to the public sector in Wales over 25 years. Once fully operational, the programme will deliver treatment capacities of 150,000 tpa for food waste and 550,000 tpa for residual waste. The facilities will provide electricity output of 56MW, enough to power 95,000 homes.

The Commercial Award_Risk Protection Arrangement_190x107

Risk Protection Arrangement, Department for Education

The Risk Protection Arrangement (RPA) project was initiated to resolve the spiralling cost of commercial insurance for academies. Launched on 1 September 2014, it is an optional arrangement offering academies access to risk protection cover and support. The cover is the same, if not better, than commercial insurance policies, at significantly lower cost. Members benefit from risk management audits, a helpline, guidance and workshops – all of which are driving measurable improvements. The RPA has proved a great success, enabling the reinstatement of several flooded schools and rebuilds following fires. So far, 59% of academies have opted in, and membership has increased monthly, with savings over £282m expected by August 2018. 

The Commercial Award_Crown Commercial Service and Government Legal Department External Legal Services Team_190x197

Crown Commercial Service and Government Legal Department External Legal Services Team, Government Legal Department

This joint project to transform the procurement and management of legal services within government delivers high-quality service and significant savings. Moving from a 47-supplier, eight-lot framework to a specifically designed three-panel approach, the project introduces capability building for government by law firms through provision of training, secondments and exchanges of personnel. The new procurement process includes interview and second-pricing stages, ensuring rigorous assessment of quality while maximising savings. It also features the introduction of strategic supplier management within GLD for the first time. It is a brilliant example of cross-government working to deliver legal services that benefit government as a whole.

The Communication Award

This category recognises exceptional performance by a communications team to deliver a highly effective national or international communications campaign. The campaign should be consistent with the Government Communication Service ‘four I’s’ model of Insight, Ideas, Implementation and Impact, and provide evidence of the significant positive outcomes achieved as a direct result of the campaign, through:

  • Defined campaign objectives, in terms of setting specific and measurable changes in audience awareness, understanding and behaviour;
  • Clarity of strategy and implementation plan including innovation, and use of channel including no-cost and low-cost media as well as demonstrating evidence of research, data and audience insight that underpin the campaign;
  • Entries for external campaigns should highlight the impact on effectiveness and efficiency of delivery, and the reputation of public services. For internal campaigns they should demonstrate the business benefit to the department or agency.

    To enter the 2018 Communication category you must submit a 2 minute video setting out how the communications team delivered an exceptional campaign. 

If you would like to receive a short guide on creating an impactful video, please email for more information

The Nominees

The Communication Award_The 'This is Wales. Train Work Live' medical recruitment campaign

The 'This is Wales. Train Work Live' medical recruitment campaign, Welsh Government

The 'This is Wales. Train Work Live' medical recruitment campaign aimed to put Wales top of the list of countries for doctors to train and work. The first phase focused on the recruitment of GPs, and the team increased the training fill-rate from 75% to 91%. Health boards and trusts, royal colleges, unions and the Wales Deanery were brought together by a small Welsh Government team, which utilised a range of communication/engagement approaches to hold the collaboration together from planning through to implementation and evaluation. Social media reached over 3.7 million people and the website achieved over 56,000 views – an increase of 800% on the preceding six months.

The Communication Award_Stay Well This Winter Campaign_190x285

Stay Well This Winter Campaign, Public Health England

Stay Well This Winter is a collaboration between Public Health England (PHE), NHS England and  Department of Health. It engages vulnerable people to help them take better care of their health and avoid becoming so ill they need to go to hospital. The evidence indicates that admissions are best avoided by flu vaccination, heating homes to at least 18°C and visiting community health services at the first sign of illness. In its first two years, the campaign has prompted over 3 million people to seek earlier advice and treatment from pharmacies. The PHE partnership team engaged a diverse range of stakeholders, delivering over £5.5m value-in-kind in support of the campaign over the last two years.

The Communication Award_Food Standards Scotland Communications & Marketing Team_190x168

Change Our Future' Healthy Eating Campaign, Food Standards Scotland

Two out of three people in Scotland are overweight or obese, and 31% of children are at risk of being overweight or obese. One-fifth of our calories derive from 'discretionary' (high fat, salt, sugar) drinks and snacks, so FSS's Change Our Future campaign tackled this head-on. It was developed on two insights – people often forget about (or blank out) the unhealthy snacks they're consuming; and although parents may not worry about their own future health, it's a different matter when it comes to their children. It struck a chord – 71% of people who had seen the campaign were motivated to change their own, and their children's, snacking behaviours.

The Customer Service Award

An award recognising an individual or team who consistently go the extra mile to deliver exceptional public services to citizens, customers or service users in the UK and abroad. The winner will:
●     demonstrate outstanding service and behaviours to deliver the right outcomes for customers;
●     have taken ownership and shown perseverance to understand and positively respond to complex customer needs, challenging circumstances and/or difficult situations;
●     demonstrate strong professionalism, a commitment to continuous improvement and share good practice and learning.


The Nominees

The Customer Service Award_Benefit Cap Team Northern Ireland_190x184

Benefit Cap Team Northern Ireland, Department for Communities

The team was formed to process the first element of the Welfare Reform (NI) Order 2015 which introduced a limit to benefit income that working households could receive, potentially affecting 55,400 households. This was a completely new process in NI. It was contentious, requiring excellence at all stages of processing. It involved new ways of working, detailed planning and implementation, and working in partnership with the housing division, benefit processing centres in NI, HMRC and a mitigation team. It had to adhere to strict legislative deadlines. To meet all expectations, it was important the process was sensitively implemented to a high degree of customer service and accuracy. 

The Customer Service Award_Sarah Riley-Evans190x253

Sarah Riley-Evans, Ministry of Defence

During 17 years of dedicated service, Sarah has provided timely and informed support to the unit on all matters of welfare and local engagement while leading on bespoke projects to improve the quality of life of service personnel and families. Her work is frequently identified as being best practice, is replicated elsewhere in the RAF, and her commitment to pursuing the very best outcomes for the RAF community is second to none. She has been instrumental in initiating the Community Action Group (CAG), a focal point through which activities can be coordinated, and where efficiencies of effort can be exploited to bring maximum benefit to the unit

The Customer Service Award_Anne Cook

Anne Cook, Scottish Government

Anne has been at the forefront of promoting the rights of social housing tenants for 15 years. She has supported tenants to work in partnership with their landlords to improve the standard of services they receive; developed mechanisms to influence national housing policy, and established strong personal relations with individuals and groups of tenants. In 2016-17, Anne demonstrated her commitment to multi-agency working and equal opportunities through her leadership of a review of the Scottish Social Housing Charter, and the production of a Tenant Scrutiny Guide and Training Toolkit. These projects helped to improve services for 610,000 social housing tenants, 2,000 gypsy/travellers, and 40,000 homeless or potentially homeless households.


The Dame Lesley Strathie Operational Excellence Award

Sponsored By

In memory of Dame Lesley Strathie, this award recognises excellence in the delivery of public services.  This could include examples of:
●    placing customer needs and feedback at the heart of the design and/or implementation of a policy/project and being open to new ways of working and new delivery models;
●    establishing effective partnerships between centrally based civil servants and front-line delivery staff and making best use of Civil Service expertise and best practice;
●    significantly improving the quality, value for money or productivity of services to the public. 


The Nominees

The Dame Lesley Strathie Operation Excellence Award_ Automation Delivery Centre in HMRC190x143

Automation Delivery Centre, HM Revenue & Customs

HMRC's Automation Delivery Centre (ADC) implements solutions that replace repetitive clerical tasks and enable employees to engage in more satisfying work. In 2016, we opened ADC to deliver robotic process automation projects. Our objective to deliver around 10 million robotic transactions by the end of 2017 was extremely challenging, involving software that had never been deployed at scale before, new working practices, skills and infrastructure. Thanks to the professionalism and creativity of our multi-disciplined teams, the ADC has already launched 51 automations that are vital components of new digital services, or which free-up staff to spend more time on customer-facing aspects of their roles.

The Dame Lesley Strathie Operational Excellence Award_Crown Prosecution Service & HM Courts Service190x285

Crown Prosecution Service & HM Courts and Tribunal Service

CPS and HMCTS collaborated to transform the Crown Court into a digital environment, saving the CPS 29 million sheets of paper, reducing stationery costs by approximately £2.7m in the last year, and sparing 245 trees. The Crown Court Digital Case System (DCS) is a cloud-based software solution to facilitate case disclosure, preparation, in-court presentation and collaboration. DCS allows the Crown Court case bundle for a complex trial to be easily marked-up, navigated and used in real time in the courtroom. In addition to DCS, there were further benefits through serving a digital Initial Disclosure of the Prosecution Case bundle to all parties. 

Dame Lesley Strathie_Child Abuse Image Database (CAID) Capability

Child Abuse Image Database (CAID) Capability, Home Office

In 2014, the Child Abuse Image Database (CAID) was launched, delivering the Prime Minister’s commitment to create a single, secure database of indecent images of children (IIOCs). CAID enables the police to safeguard victims of abuse, identify offenders, and support the industry in removing IIOCs from the internet. Using complex algorithms, CAID replaces the images with a string of characters, or ‘hashes’. Officers no longer have to repeatedly view IIOCs, reducing trauma. These non-sensitive hashes can be shared beyond law enforcement, enabling IIOCs to be more easily identified and removed from the internet. With over 7 million images and 25 million hashes, it is used by all UK police forces. 

The Digital Award

Recognising excellence in the application of digital technology to solve a problem or make things better, for example when digital has been used as part of:
●    innovating policy-making and delivery;
●    changing working processes to bring about real benefits to users or increase efficiency of services;
●    a campaign for clear communications that engages users. 


The Nominees

The Digital Award _Alison Whitney190

Alison Whitney, National Cyber Security Centre, GCHQ

Alison is the visionary behind the new National Cyber Security Centre at GCHQ, now the subject of international admiration. When the security function at GCHQ was criticised for not being joined up with the digital world, Alison tried to bring about change through traditional routes – with frustrating results. So she found another way. Alison cut a deal with HMRC in Gloucester to get unclassified floorspace. She kitted it out, start-up style, with her own credit card. She brought people into the vision of a more accessible cyber security function. Then when ministers came calling, wanting a new way of doing cyber security, Alison showed them how it could be done. 

The Digital Award_The DVLA's Online Fitness To Drive Service

DVLA's Online Fitness To Drive Service, Driver and Vehicle Licensing Agency

Fitness to Drive is an innovative service which allows car and motorcycle drivers to notify single medical conditions and renew short-term driving licences online. The consideration of whether someone is medically fit to drive can be a complex additional tier in the driving licence process, which makes this a landmark success for the DVLA. In addition, it was the first project delivered using in-house IT resources. The project was delivered to schedule in March 2017, meeting the key objectives of improved customer service, shorter turnaround times, cost-efficiencies and reduced operational costs. The online service covers more than 200 medical conditions – over 75% of the total medical notifications the DVLA receives. 

 The Digital Award_Send money to prisoners team190

Send money to prisoners team, Ministry of Justice

The team has excelled in its delivery of a digital solution that allows people to send money to prisoners online through bank transfer or debit card. This is a textbook example of agile delivery of a large government digital transformation project, and the team set an example for effective collaboration across government departments. Since November 2016, over £13m has been processed – about half of all money sent to prisoners – and a satisfaction rate of over 96% is testimony to their user-centric approach. This service was the first in government to use Pay. Close monitoring has allowed the team to identify security improvements, which have been implemented. 

The Diversity and Inclusion Award

Sponsored By

A winner of winners from the Civil Service Diversity & Inclusion Awards; an award that recognises real achievement and success at all levels of the Civil Service.

The Diversity and Inclusion Awards are available to view here:

The Nominees

Cathy Igham

Cathy Ingram, HM Revenue and Customs

Cathy works at the Debt Technical Office – where we collect overpayments of tax credits – and is a champion for vulnerable customers. Realising there was no published guidance on how to support our vulnerable customers, Cathy researched learning materials and liaised with HMRC to establish best practice. Initially this role was treated as a specialist area, and Cathy alone dealt with customers, treating each with empathy, sensitivity and tact. However, due to a rapidly increasing workload, it was agreed that all staff should be trained to deal with vulnerable customers. Cathy addressed this by designing process maps, helping to reshape policies, and delivering training sessions to 100 staff.

Cathie Eggett

Cathie Eggett, HM Revenue and Customs

Cathie’s job involves customer appeals against P87 expenses claims and she works to resolve issues around disability adjustment leave, DRSA, disability passport and visual impairment. Cathie is a visually impaired group committee member and disability network moderator. She has provided a considerable amount of end-user testing for CDIO, using Supernova to test if applications are suitable for our visually impaired staff. As an example of her great work ethic, between December 2016 and February 2017 she supported 140 jobholders and 69 managers with specific disability-related issues. Cathie was also instrumental in the creation of the reasonable adjustment passport which is now used extensively across HMRC and civil service-wide. 

Environment Agency Menopause Group

Environment Agency Menopause Group, Environment Agency

In 2016, 44% of the EA were women, with 27% over 50. We established our Menopause Group as part of the EA Women's Network in 2015, and DWP did the same in 2016. We established online support groups to share information. Our menopause discussion pack is there to help start a conversation. It offers information about how the menopause can affect women and how changes in the workplace can help women to continue to perform well. We worked with EA/DWP wellbeing teams and the menopause became the focus of the EA's 2016 Resilience campaign, with colleagues in our group sharing their stories on an organisation-wide webinar. 

Ross Woodward

Ross Woodward, Ministry of Defence

Ross wanted to reshape the way that MoD personnel thought about LGBT+ issues and change the external image of the department. He realised the most powerful course of action would be to implement the Stonewall LGBT Straight Allies initiative and get visible Straight Allies to combat discrimination. Ross secured funding for Stonewall to deliver the Straight Ally training and, due to the amount of interest, secured additional funding to run a second course. He continues to be active in encouraging Defence establishments to implement the Stonewall training, recognising the value this provides not just on an ethical basis but also the business benefits to the department. 

Kulvinder Bassi

Kulvinder Bassi, Department for Transport

Kul Bassi’s energy is awe-inspiring, his networking skills are the stuff of legend and he makes a tangible difference to the way people feel about working in DfT. These skills have been honed over 20 years of leading DfT's Positive Support Group. Kul is an inspiring leader, growing the membership of his network to nearly 80% of BAME people in DfT and working with his executive to build a programme of initiatives supporting members' career aspirations and raising cultural awareness. The tone and direction of his network has influenced the way we do business with all our networks and is the model for new and emerging ones. 

MoJ Schools Outreach programme

Schools Outreach Programme, Ministry of Justice

The aim of the programme is to increase recruitment from less advantaged backgrounds, drawing in talent from the widest range of sources to improve business performance and develop a workforce that truly represents the public we serve. We have produced a range of material to convey the message that less advantaged young people are encouraged to apply, and if successful can have a rewarding career. At the core of this campaign is a series of short films detailing the experiences of a diverse group of MoJ staff, including attendance at low-performing schools, coming from less advantaged areas, experience of care, and disability – the message being: ‘If I can do it, so can you.’

Security Defence Diveristy and Inclusion

Security and Defence Diversity and Inclusion Network, Home Office

The aim of the network is to secure senior recognition of the business case for diversity, highlight common blockers and inhibitors, and identify and implement measures to address them. Since its inception the group has: gathered data on those with protected characteristics across departments; used this data to identify trends and priorities; agreed specific blockers to address quickly; shared information on areas of expertise; lobbied for, secured and supported 2 NSC(O) discussions of diversity and inclusion (which secured senior support for the network's approach and action plan), and commissioned and sponsored production of the Mission Critical Diversity and Inclusion toolkit.

The Health and Well Being Award

Recognising a team or individual that has made a highly effective contribution to, promoting or improving health and well-being within the Civil Service. This could be through:
●    a programme of successful interventions led by an organisation’s well being team with a positive and quantifiable outcome;
●    innovative approaches to promoting or measuring positive mental or physical well-being in a team or department;
●    an individual or group leading an engaging programme of health or well being activities in a particular work area;
●    an individual supporting others outside their day job, helping to create a great place to work.


The Nominees

The Health and Wellbeing Award_CPS HR Directorate190

HR Directorate, Crown Prosecution Service

CPS HR Directorate introduced a welfare support package for employees in our Rape and Serious Sexual Offences units and Complex Casework Units, following a 28% increase in the number of serious sexual offences and child abuse cases in the courts in England and Wales over the last five years. To ensure our people remained resilient, understood the importance of looking after their mental wellbeing and could recognise early signs of distress, we designed and implemented a holistic, preventative package featuring interactive line manager workshops, awareness workshops and annual counselling sessions. This has led to employees feeling their wellbeing is better supported, improved absence rates, and supported the delivery of justice.

The Health and Wellbeing Award_Cumbernauld Attendance and Wellbeing Group190

Cumbernauld Attendance and Wellbeing Group, HM Revenue and Customs

Working in partnership with NHS Lanarkshire, CAWG supports 1,200 people by offering health and wellbeing initiatives. They conducted an employee wellbeing survey and formulated a Healthy Working Lives three-year plan, achieving the first year's gold maintenance status in January 2017. They organised various events, including a carers’ support week, stress and resilience workshops, mental health awareness, and initiatives tackling stress-related illness in the LGBT community. Their biggest success has been a health and wellbeing ‘market’, comprising 22 stalls covering mental health/suicide awareness, physical activity, healthy eating, sleep disorders, personal safety, alternative therapies and much more. Absence levels have improved, we have a more engaged workforce and wellbeing activity is higher. 

The Health & Wellbeing Award_Child Maintenance Group’s190

Child Maintenance Group, Department for Work and Pensions

The Child Maintenance Group has fully integrated health and wellbeing into our leadership culture, creating an inclusive, health-focused environment to support our challenging frontline role. We have developed a support package across our regions, with everything from reactive support such as mental health first aiders to our background programme of advice, support and group sessions to support colleagues. Our mindfulness sessions have had a positive impact on attendance, engagement and customer service. Each team, site and region not only delivers our core wellbeing activities, but augments these by listening to what our teams want and working across the Civil Service and our communities to provide advice, support and signposting.

The Innovation Award

Recognising a team or individual that has sought new and better ways of doing things and taken sensible risks to improve outcomes and successfully address an issue or challenge.  This could be through:
●    using innovative approaches to policy-making and delivery, such as open policy-making, behavioural insight or alternatives to regulation;
●    challenging the status quo, trying something new, adapting and refining when things have not worked well, and learning in the development of policy or services;
●    taking an approach that has resulted in a step-up from business as usual and delivered real benefits to customers. 


The Nominees

The Innovation Award_Met Office

Met Office Informatics Lab, Met Office

We designed a cutting edge natural language experience which helps people get the best from the weather. People can ask, “should I go to the cinema today or for a run?”, “when’s best to go for a bike ride?”, or “where should I go for a walk this afternoon?” We implemented this as an Amazon Echo Skill, allowing people to ask Alexa for information. We have embarked on the next generation of these forecasts, including Amazon Echo Skills and bots on Telegram Messenger and Facebook. Natural language increases our reach, especially to younger audiences. We are now using the same technology to let scientists access our big data via Slack bots.

The Innovation Award_Frontier Technology Livestreaming190

Frontier Technology Livestreaming, Department for International Development

Frontier Technology Livestreaming (FTL) is allowing Department for International Development (DfID) to explore how 3D printing, internet of things, drones and other emerging technologies can impact development challenges like connectivity, health, humanitarian response and production. FTL enables the rapid piloting, testing and refinement of new solutions – live in our programmes and countries of operation. The FTL central team is currently supporting field-based colleagues leading 10 innovative pilots in six DfID priority countries. DfID staff, through FTL, are understanding and applying at pace a new breed of technologies to longstanding development challenges. This is playing a major role in changing the way DfID works with technology, and influencing the approaches of international partners from UNICEF to USAID.

The Innovation Award_MoD_190

KAGGLE Team, Ministry of Defence

Dstl set a challenge via Kaggle – the crowdsourcing provider of data scientists – to develop an algorithm or software that will detect and identify up to 10 objects (such as trees, cars, buildings and roads) in overhead satellite imagery. Solutions had to be open-sourced for a number of reasons. First, to allow for greater exploitability across government and industry. Second, it is not just defence intelligence who can use these algorithms – they have practical applications for humanitarian and disaster-relief organisations. Finally, open-sourcing means Dstl can do its own onward development in the knowledge that it is not locked into a proprietary solution. All of which increases the value for money immeasurably.

The Inspirational Leadership Award

Recognising an individual who has demonstrated outstanding leadership in delivering results.  This award is open to all, regardless of grade or role.  Exemplifying the behaviours set out in the Civil Service Leadership Statement, nominees should be:
●    inspiring about our work and future through setting direction, valuing professionalism and embracing innovation;
●    inclusive and confident in engaging others, communicating clearly and collaborating successfully;
●    empowering through openness and a commitment to diversity, recognising and helping others fulfil their potential


The Nominees

The Inspirational Leadership Award_Rick Rhodes190

Rick Rhodes, Department for Work and Pensions

Rick’s personal impact and leadership elevated Essex Jobcentres from third poorest to third best performing in the country within a year. His vision centres firmly on the customer. He has embedded a culture to ‘do the right thing at the right time’ for all customers, and instilled a belief that good performance will naturally result. His approach is markedly different to how performance has been managed previously and he has held fast to his belief that targets should not drive our actions. By instilling a culture of ‘right behaviours, right outcomes’, Rick has supported citizens in Essex to move forward into work. 

The Inspirational Leadership Award_Sally Taylor x190

Sally Taylor, Department for International Development

Sally Taylor's inspiring leadership of Department for International Development (DfID) Sierra Leone was central to the cross-HMG response to Ebola. Her relentless enthusiasm motivated a team that was almost overwhelmed by the crisis. Sally fiercely protects the UK's reputation, delivering across all HMG's objectives. She never shies away from tough choices to improve the lives of the world's poorest people and to protect UK taxpayers' money. Sally puts people first – making staff at all grades feel empowered. She protects staff from mistakes, while ensuring they learn from them. This enables everyone to perform at their best and fulfil their potential. She has transformed the office – creating a confident, professional and results-focused department. 

The Inspirational Leadership Award_Kirsty Rouillard190

Kirsty Rouillard, Cabinet Office

Kirsty has built the One Public Estate team from 1.5FTE to 15FTE. As programme manager, she has shown strong leadership and is a role model across the wider Government Property Unit. Kirsty has built strong partnerships with delivery partners and been instrumental in growing the programme from 12 council areas to over 250 in England (70%), with a further 80 set to join in 2018 (95%). Kirsty has championed innovative approaches, including joining forces with DCLG to bring their £45m Local Authority Land Release Fund together with the One Public Estate. This approach has put local partnerships at the heart of how we deliver across government, and will maximise benefits. 

The Project Delivery Excellence Award

Celebrating outstanding contributions to the successful delivery of government projects. This award recognises projects, teams or individuals whose efforts shape lasting and valuable outcomes for society. Entrants may have shown examples of one or more of the following:
●    Effective project initiation -­ working collaboratively to create a seamless transition from policy making to execution; thereby setting up projects to successfully deliver, measure performance and realise intended benefits.
●    Transforming organisations or services - ­to improve the way government operates or delivers services to the citizen and/or to deliver significant savings and infrastructure improvements.
●    Visible project leadership - building high performing, diverse teams;  increasing project capability; and leading activity to drive innovation and share knowledge across the wider professional community to effectively learn lessons from other projects.


The Nominees

The Project Delivery Excellence Award_Forth Replacement Crossing Employer's Delivery Team190

Forth Replacement Crossing Employer's Delivery Team, Transport Scotland

The Employer's Delivery Team for the FRC project comprised Transport Scotland and Jacobs Arup. The objective was a replacement for the Forth Road Bridge. Having decided on a three-tower cable-stayed bridge just west of the existing Forth Road Bridge, the team worked to an ambitious timetable to take the project-enabling bill through the Scottish parliament, the first such hybrid bill to do this, produce a specimen design and run a competitive dialogue procurement for the design and build contracts used to deliver the project. Costs have steadily reduced from an initial estimate of up to £4.2bn to a final out-turn cost of £1.35bn.

The Project Delivery Excellence Award_Search & Rescue Helicopter Programme190

Search & Rescue Helicopter Programme, Maritime and Coastguard Agency

The programme – delivered on time and on budget – saw the successful transition of the former mix of civilian and military arrangements to a wholly commercial contract managed by the Maritime and Coastguard Agency. While maintaining an effective search and rescue helicopter capability, some existing bases were closed and new ones opened. The 10 bases and 22 new aircraft represented an investment of £1.9bn over 25 years. The legacy military arrangements SARH replaced were much loved by the public. However, engagement by the SARH team led to a shift in public attitudes towards SARH, with stakeholders and the wider public overwhelmingly positive about this new service.

The Project Delivery Excellence Award_HMRC Universal Credit Programme190

HMRC Universal Credit Programme, HM Revenue & Customs

The programme plays a critical role in supporting DWP to deliver universal credit – a complex transformation impacting more than 7 million households. It is wide ranging, cutting across HMRC, DWP and Treasury. It incorporates IT and process changes to transfer existing tax credit customers to UC, closing associated business functions and transferring 4,000 staff across seven buildings to DWP in order to support the administration of UC. The programme worked with the Northern Ireland civil service to shape the approach in Northern Ireland, which involved developing the business case and aligning delivery with Great Britain. The programme achieved all this through collaboration and robust governance.

The Skills Award

Sponsored By

Recognising a team or collective leadership group that has displayed excellence in promoting skills development across teams or operational units and can show evidence of a significant and sustainable contribution in increasing skills and the positive business outcomes achieved as a result.  This could include:
●    embedding good practices in determining evolving development needs and real innovation in addressing them;
●    ensuring that learning is captured and can be disseminated to others to help spread good practice;
●    investing in our people to build the right balance of capability, talent and experience to be effective now and in the future. 


The Nominees

The Skills Award _Commercial Development Team Driver and Vehicle Licensing Agency190

Commercial Development Team, Driver and Vehicle Licensing Agency

DVLA's services are used by over 91% of UK citizens. It provides these services with a network of over 240 suppliers. Commercial management and inspiring leadership is critical in ensuring excellent customer service. The challenge was to introduce a repeatable and scalable development programme. Inspired by the Civil Service Leadership Statement, the CLASS (commercial leadership and skills support) programme couples learning with a cohort structure, empowering individuals to lead change and implement improvements on subjects identified from the DVLA business plan. The change delivered has been significant, with tangible improvements realised. The programme has been repeated this year, with members of the CLASS of 2016 as role models and coaches.

The Skills Award_Head of Learning and Development190

HMT Policy Professionalism Programme, HM Treasury

HMT's change programme ‘Building a great Treasury’ set out two goals – to recruit and retain outstanding people, and to deepen policy skills. In response, we set up a new learning offer with two key innovations: a focus on career transition points, and delivery by our own staff in partnership with professional providers. Our offer comprises a graduate development programme (GDP) and a policy leadership programme. This approach provides targeted learning in the context of the cross-Whitehall policy skills framework. The evidence indicates genuine impact. The Treasury has the strongest learning and development scores in Whitehall, and participants in the GDP have a significantly higher intended length of stay than non-participants. 

The Skills Award_Capability Team190

Capability Team, Department for International Trade

The DIT Trade Policy Capability Team was formed to build the department's trade policy function from a core of 45 staff and to develop capability across Whitehall. Alongside recruiting over 250 staff, the  team's challenge has been to develop frontline trade policy skills. This has involved identifying learning priorities, embedding a culture of learning, and developing a broad suite of learning and development opportunities. The result is one of the most positive learning cultures in government. The team has also focused on building capacity across Whitehall. The collaboration with FCO to establish a new trade faculty has delivered over 1,000 training places to 19 departments, agencies and regulators.

The Use of Evidence Award

Recognising excellence by a team or individual in the way knowledge, evidence, research, or data is gathered, evaluated and disseminated to improve decision-making, policy-making or learning. This could include examples of:

●    applying systems thinking, problem solving and analysis to improve results by placing robust evidence, research and data at the heart of the decision–making process;
●    undertaking high quality evidence based research in for example science, engineering and technology and providing a robust evaluation of the outputs;
●    capturing knowledge, research and data from a variety of disciplines and sources, collaborating with partners inside and outside government where appropriate, and using this information to influence policy development and deliver better outcomes;
●    ensuring that best-practice is captured and disseminated to others, including those in non-analytical professions to help spread good practice and understanding.

The Nominees

The Use of Evidence Award_Home Office Body Armour Standard (2017)190

Home Office Body Armour Standard, Home Office

The Home Office Body Armour Standard (2017) is the latest advancement in the evaluation of ballistic- and stab-resistant body armour for use by UK law enforcement, wider emergency services and also internationally. It represents a significant improvement in test methods that are more consistent, practical and representative of current operational needs. Key improvements have been made on the testing of shaped body armour, enabling a more realistic fit. Another key advancement has been in quality assurance where CAST has engaged with experts within the MoD to generate statistical software that enables a greater confidence in armour performance for use within production quality testing and in-life monitoring.

The Use of Evidence Award_Scottish Index of Multiple Deprivation

Scottish Index of Multiple Deprivation, Scottish Government

The SIMD is the Scottish government's tool for finding areas of deprivation. It combines data on income, employment, health, education, access to services, crime and housing to identify where there are barriers to resources and opportunities in day-to-day living. It is increasingly used in research and policy development, and the team is providing support to the child poverty bill, Community Empowerment Act and the effort to widen access to higher education. It is a vital tool for community groups and third sector organisations. The team is supporting training to improve the use and understanding of SIMD in identifying issues to target solutions for communities across Scotland.

The Use of Evidence Award_National Risks Team190

National Risks Team, Cabinet Office

The team defines the crises for which the UK prepares. Ensuring the National Risk Assessment (NRA) is based on a consistent, impartial and clearly-communicated view of the best available evidence is critical to ensuring that vital resources  –  from flood defences to counter terrorism measures – are used to best effect and the UK is ready for emergencies. For the new edition of the NRA, the team assembled its strongest evidence base to date, subjected it to a greater range of critical challenge and communicated a wider range of risk information in an easily accessible digital format. This means that a far more robust evidence base is supporting decision-making by risk managers.

The Volunteering Award

Sponsored By

Recognising an individual who volunteers outside of their civil service career and makes an outstanding contribution to their local community, civil society or their country, be it through charity work, volunteering in local communities or as a reservist, through:
●    passion and enthusiasm to making a difference whilst maintaining a strong work ethic and high standards in their civil service career;
●    a substantial, demonstrable and positive impact that has occurred as a direct result of the individual’s engagement and commitment;
●    going above and beyond the call of duty, taking a hands-on, proactive approach to their involvement with their chosen cause. 


The Nominees

The Volunteering Award_Sarah Morton

Sarah Morton, Department for Work & Pensions

Sarah is committed to supporting our most vulnerable members of society. She epitomises the best of civil service values in recognising and proactively addressing the needs of individuals. Sarah volunteers at Hope Project, a charity supporting homeless people. Her energy drives support for Hope Project at work and generates wider volunteering. This contributes to improved engagement, with teams working to a common cause, and ensures people living on Liverpool's streets have their most basic needs met with care. Sarah is a PIP case manager. In all interactions, she strives to deliver exceptional service. She inspires others to follow her lead, exploring new ways to help and serve our customers.

The Volunteering Award_Iona Shaw x190

Iona Shaw, Department for Digital, Culture, Media and Sport

In February this year, Iona volunteered three weeks of her time to work with the Khora Refugee Coordination Centre in Athens. The facility provides support with food, sanitation, language skills, asylum casework and accommodation. Iona contributed a wide range of skills, from providing legal advice and ensuring the centre ran smoothly on a daily basis, to offering language lessons, distributing clothes, cooking and running community events. Iona was motivated by her time in Greece to raise money to support refugees and took part in a 700km six-day cycle ride across the Alps which raised over £1,000 – twice her original target.

The Volunteering Award_Carole Elliot190

Carole Elliot, HM Revenue & Customs

Carole has been volunteering at the Children's Panel Scotland for over 15 years, helping to make decisions about the welfare of vulnerable children and young people. There are currently 2,500 Children's Panel members across Scotland – unpaid volunteers, appointed to attend hearings on the help and guidance necessary to support children and young people. Using first-rate foresight and time-management skills, Carole is able to balance her volunteering with her core responsibilities within HMRC. She plans in advance by having open and honest communication with her manager which allows HMRC, under its volunteering policies, to grant Carole special leave to attend the bi-monthly panels.