Enter The MJ Awards - Choose Your Categories
Choose from 22 amazing categories below to seize your chance to gain UK-wide recognition and win a prestigious MJ Award. Recognise your incredible people, projects and achievements!
DEADLINE - Enter by 5pm, Friday 29 January 2027 - don't miss out
Your submission can be 1,000 words or less, making it super easy to nominate your deserving colleagues and teams!
Need a little bit of help with your submission? Download our free, practical Submissions Guide to make the process as simple and stress-free as possible.
For T&Cs, click here.
Local Authority Turnaround - NEW
BRAND NEW CATEGORY
This award recognises a local authority that has demonstrated the most significant, sustained improvement in performance, culture and outcomes over the past 12–24 months.
Eligibility
- Must be able to demonstrate a clear ‘before and after’ position, typically starting from a period of identified underperformance, intervention, inspection findings, or significant challenge.
Judges will be looking for evidence of:
Starting Point and Scale of Challenge
- Evidence of the authority's position at the outset (e.g. inspection ratings, financial position, resident satisfaction, governance concerns).
- Clarity on the scale and nature of the challenges faced (financial, operational, cultural, political).
Leadership and Vision
- Evidence of clear, decisive leadership (political and managerial) driving the turnaround.
- A coherent improvement plan or strategy, with defined milestones.
- Evidence of culture change across the organization.
Measurable Outcomes
- Hard evidence of improvement: financial sustainability, service performance data, inspection/regulatory outcomes, staff turnover/morale, resident satisfaction surveys.
- Comparison of key metrics before and after the improvement period.
- Independent verification where possible (e.g. LGA peer review, Ofsted, CQC, external audit).
Innovation and Approach
- Novel or noteworthy methods used to drive improvement (partnerships, technology, workforce reform, community engagement).
- Evidence of learning from best practice elsewhere, adapted sensibly to local context.
Sustainability of Improvement
- Evidence that improvements are embedded rather than short-term fixes.
- Governance and financial arrangements that support continued progress.
- Succession planning and resilience of the improved systems/culture.
Impact on Residents and Communities
- Tangible difference felt by residents and service users.
- Evidence of improved trust, engagement, or outcomes for local communities.
Supported by
Most Innovative Local Authority Trading Company - NEW
BRAND NEW CATEGORY
This award recognises outstanding achievements by a Local Authority Trading Company (LATCo) that has delivered a significant improvement to a frontline service, creating measurable benefits for the communities it serves.
Entries may focus on an entire service transformation, a specific project, or a charitable or community initiative that goes above and beyond the requirements of the LATCo's contractual obligations. Projects demonstrating innovation, collaboration and a clear commitment to delivering social value are encouraged.
Judges will be looking for evidence of positive outcomes, including improved service delivery, enhanced customer experience, increased efficiency, community benefit, or wider social impact. Entries should clearly demonstrate how the initiative has made a meaningful difference and provide tangible evidence of success.
Partnerships and joint ventures involving a LATCo are also eligible, including collaborations with local authorities, private sector organisations, charities or other stakeholders, provided that the LATCo has played a significant role in the initiative's delivery and achievements.
Judges will be looking for evidence of:
- Clear evidence of improved outcomes for residents, customers or communities.
- Innovation in the delivery of frontline services or community initiatives.
- Demonstrable social, environmental or economic benefits.
- Effective collaboration and partnership working where applicable.
- Measurable results supported by data, testimonials or other evidence.
- A clear explanation of the LATCo's role and contribution to the success of the initiative.
Innovation in Delivering Sustainable Regeneration - NEW
BRAND NEW CATEGORY
This award recognises outstanding innovation in sustainable regeneration, celebrating projects that demonstrate fresh thinking, creative solutions and measurable impact in transforming places and communities.
Judges will be looking for evidence of:
- Innovation and Originality: demonstrates new ideas, creative approaches, technologies or delivery models that challenge traditional regeneration practices and offer solutions to complex challenges.
- Environmental Sustainability: shows a clear commitment to reducing carbon emissions, improving resource efficiency, embracing circular economy principles, enhancing biodiversity and minimising environmental impact.
- Economic Sustainability and Viability: demonstrates how innovative approaches support long-term economic resilience, attract investment, create opportunities and deliver lasting value.
- Collaboration and Partnership: highlights effective collaboration between public, private, voluntary and community sectors to achieve shared regeneration ambitions.
- Measurable Outcomes and Lasting Legacy: provides clear evidence of successful outcomes, with demonstrable environmental, social and economic benefits and the potential for replication or wider adoption.
Innovation in Council Housebuilding - NEW
With the Government placing social and council housebuilding at the heart of its housing ambitions, councils are once again acting as developers. This award recognises local authorities delivering new council homes in innovative ways, including unlocking smaller, awkward or complex sites the market has passed over. The judges want to celebrate approaches that deliver homes now while building the skills and pipeline to keep delivering.
The judges will be looking for:
- Innovation: a genuinely new approach to design, construction, delivery models, partnerships or use of land.
- Planning and feasibility: a robust approach to identifying and unlocking sites, including those previously considered too small or complex.
- Funding: creative and sustainable use of funding to make schemes viable.
- Pipeline development: evidence of a credible, longer-term programme rather than a one-off.
- Building local authority capacity: strengthening in-house skills, teams and structures to deliver homes.
- Replicability: how readily other councils could adopt the approach.
- Outcomes: the number, quality and impact of homes delivered or in development.
Eligibility: Open to councils, council-owned housing companies, ALMOs and partnerships led by a local authority in the past year.
Supported by
AI Innovation in Local Government
This award recognises outstanding and innovative use of Artificial Intelligence (AI) by local authorities across the UK to enhance and improve services for residents and communities. It celebrates initiatives that leverage AI to drive efficiency, accessibility, and effectiveness in public service delivery.
Eligibility
Open to all local authorities in the UK that have implemented AI solutions to improve public services within the last 18 months.
Why enter?
- Gain national recognition for your authority's innovative approach
- Showcase your commitment to leveraging technology for public good
- Inspire other local authorities to explore AI solutions
- Opportunity to share best practices and lessons learned
- Potential for increased funding or partnership opportunities
Judges will evaluate nominations based on the following criteria:
Innovation and creativity
- Originality of the AI solution
- Creative application of AI to address local challenges
- Innovative integration with existing systems and processes
Impact on service delivery
- Improvements in service efficiency or effectiveness
- Enhanced accessibility of services for residents
- Cost savings or resource optimisation identified
Community benefit
- Benefits to residents and local communities
- Improved user experience or satisfaction
- Addressing specific community needs or challenges
- Engagement with residents or community groups
Scalability and replicability
- Potential for scaling the solution within the authority
- Possibility of replication in other local authorities
- Plans for future development or expansion
Collaboration and partnership
- Effective collaboration with partners
- Cross-department cooperation within the authority
Supported by
Best Council Services Team
The frontline services that council’s provide keep communities functioning on a daily basis.
They are the most visible face of their local authority, whether they are housing, school meals, building cleaning, homecare, sports and leisure, refuse collection, street cleaning, recycling, transport, highways maintenance or street lighting.
This category seeks entries from local authority service teams who have shown creativity and innovation in their service provision, with a clear outcome in an improved service to residents and proven satisfaction despite budget constraints.
Judges will evaluate nominations based on the following criteria:
- Leadership in addressing the challenges facing council services whether through reduced budgets, rising demand or implementation of new legislation
- Examples of creativity, entrepreneurship and innovation in overcoming these challenges to ensure residents receive an improved service
- Examples of increased customer satisfaction or evidence that planned outcomes have been met
Supported by
Chief Executive of the Year
In this category, judges are looking for chief executives who have displayed outstanding leadership, innovation, determination and commitment to their authorities and their communities.
They will be interested in examples of challenges that chief executives have tackled and surmounted over and above the day-to-day problems of the job.
The size or type of authority is immaterial. What is important are the achievements of the individual.
Chief executives are welcome to enter themselves but we also urge council leaders and other members of the senior management team or Cabinet to enter on their behalf.
The Judges would be particularly keen to see as diverse a range of entrants as possible.
Supported by
Community Engagement
Frontline staff are the vital public face of an organisation and its reputation hinges on their dedication and ability and in particular their engagement with their communities.
This category recognises the impact on communities of those local authority teams across all services who work day in, and day out with the public to ensure they receive the best customer care. Judges will be looking for evidence that the teams have worked closely with their communities in developing and delivering a service or project as well as evidence of results and positive feedback.
Judges will evaluate nominations based on the following criteria:
- Evidence of engagement with their communities
- Innovation in working with, and being steered by, communities
- Evidence of how a service or project has changed lives
- Evidence of positive feedback from the community
Council Communications Campaign of the Year
Council Communications Campaign of the Year recognises an exceptional achievement in local government communications. Entries may highlight a single campaign or piece of communications activity or an individual who has demonstrated outstanding leadership, innovation, or impact within the communications field.
We welcome submissions that show clear strategic thinking, creativity, strong delivery, measurable outcomes, and value for money.
Whether celebrating a high-performing campaign that delivers clear, impactful communications or an inspirational communications leader, this award champions work that makes a real difference for residents, communities, and the organisation.
Entries that help build public trust, strengthen relationships, or support transparency are especially welcomed.
Judges will be looking for evidence of:
- Clear objectives and a strategic approach
- Creativity and innovation
- Effective execution and delivery
- Impact & Measurable Outcomes
- Value for Money
- Contribution to Public Trust and Local Authority Reputation
Supported by
Delivering Better Outcomes
This category celebrates councils that have transformed the lives of their residents by designing and delivering services or projects that achieve demonstrably better outcomes. With ever-tighter budgets, councils must not only innovate but also ensure their approaches are financially sustainable - delivering more with fewer resources while genuinely improving the lives of individuals and communities. Judges will be looking for examples where councils have shifted the focus from outputs to outcomes, and where improved results for residents go hand in hand with smarter use of resources.
Judges will evaluate nominations based on the following criteria:
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- Tangible impact on people’s lives: An innovative service, programme or project that has demonstrably improved outcomes for residents or communities, with results that are exceptional or innovative compared to other areas.
- Financial sustainability: Approaches that have achieved better outcomes while ensuring long-term viability, including evidence of cost savings, demand reduction, or more efficient use of resources.
- Scalability and influence: A model that has delivered benefits beyond the immediate locality, or has the potential to be scaled or replicated elsewhere, contributing to wider system change or national impact.
- Collaboration and co-production: Evidence of meaningful involvement of residents, communities, staff, and partner organisations in shaping, delivering and sustaining improved outcomes. Judges will look for practical examples of engagement, co-design, or system-wide partnerships.
- Innovative use of resources: Creative and effective deployment of funding sources, assets, data or partnerships to maximise impact, demonstrating how innovation in resource use underpins better, lasting outcomes.
Supported by
Digital Transformation
A digital approach to organisational transformation should be at the centre of shaping local government structure, services, strategy and culture.
It is core to transforming an organisation, changing culture, focusing service delivery on the front line, and streamlining the back office. Advances in technology help to improve efficiency in quality services at a time of higher public expectations and stagnant budgets. Sustaining significant transformation is difficult to achieve.
In this category, local authority teams are invited to enter examples of digital innovation that have led to the successful transformation of either a service, department or organisation.
Judges will be looking for evidence of:
- Innovative use of digital services
- Clear evidence of cost savings or efficiency gains
- Significant improvements to the quality of services provided
Innovation in Building Diversity and Inclusion
The benefits that diversity and inclusion can bring to organisations - be this increased creativity, innovation, well-being or productivity - have long been recognised, yet the pace of progress is insufficient.
This category looks at those organisations that have made Equality, Diversity and Inclusion a strategic imperative, not just a tick-box exercise, and have shown pioneering ways to deliver successful initiatives with proven progress and results.
Judges will be looking for evidence of:
- How it came about, and what it was trying to achieve
- How the approach was unique, pioneering, innovative or different, and whether the aims of the project were met – with details of how the impact was measured
- How it helped build a culture of belonging and inclusivity across the organisation
- The level of partnership working involved in the project, either cross-departmental, public-public or public-private
- What funding was accessed for the project?
- What is the lasting legacy of the activity and consequent activities and plans for the future, including details of how you plan to support the dissemination of good/best practices in ED&I, both within your organisation, and outside of the organisation within local government, the public sector and the wider society
Supported by
Innovation in Children’s and Adults’ Services
The judges are looking for quantifiable evidence of innovation, impact and learning from a committed children’s and/or adult services team.
The team will have worked efficiently and effectively to deliver demonstrable impact in services in their local area in either children’s or adult services.
The winning team will have successfully integrated different services and partners and developed creative, forward-thinking services for children, young people and/or adults.
Judges will be looking for evidence of:
- Quantifiable and qualitative examples of innovation, impact and learning
- A team who have developed partnerships and created innovative children’s and/or adult services with demonstrable impact
- A team who has demonstrated its ability to reach and engage with those who are in most need of support
- A team who are showing the ability to provide services through an integrated and joined-up approach
Supported by
Innovation in Delivering Sustainability and Social Value
This category recognises innovation in local authority projects or services that help drive sustainability and improve the quality of life and well-being of communities.
Judges will want to see evidence of how projects or services have made a social, environmental and economic impact and how these goals have been built into the commissioning process from the start.
Examples of how local authorities have met environmental, social and governance criteria with their partners will be especially welcome.
The 2015 review of the Social Value Act said it required commissioners ‘to think in a smarter way’ about services and to think ‘about their long-term cost and sustainability' and judges will want to see evidence of this in submissions.
Entries can come from local authority teams across any project or service and include private, public or third-sector partners.
Judges will be looking for evidence of:
- Quantifiable examples of successes in boosting sustainability and improving wellbeing
- Case studies of how projects or services have made a social, environmental and economic impact
- Examples of good partnership working
- Examples of meeting environmental, social and governance criteria
- Evidence of ‘smarter thinking’ in projects or services
Supported by
Innovation in Public Private Partnerships
The landscape for local authorities delivering services with private and voluntary sectors has changed in recent years but the need for the sectors to work together is more vital than ever with each providing their expertise.
The rigid contracting process with penalties for variance has been largely replaced by a more consensual, less confrontational and more long-term relationship between partners. It is in local authorities’ interest to ensure their partners are viable and realistic about the cost of services they deliver and that partners work closely to ensure they are open and adaptable to the changing environment and user needs.
In this category, entries are welcome from public/private partnerships as well as partnerships with the voluntary sector.
Judges will be looking for evidence of:
- Thinking ‘outside of the box’ about services
- A focus on value for money
- An enhanced user experience for individual residents and communities
- Evidence of good relationships between partners
- Service improvement due to partnership working
Innovation in Reducing Health Inequalities
Local government is well placed to invest in health to help local communities thrive and can support health outcomes and reduce health inequalities by taking action on the wider determinants of health like housing, access to green spaces, and employment.
This category invites entries from teams within local authorities or in partnership with health and other bodies who are taking innovative approaches to improving health and reduce inequalities. Submissions can come from any department such as housing, transport, planning, economic development, children’s services or education so long as the project is about reducing health inequalities.
Judges will be looking for evidence of:
- An understanding of the barriers to good health in the specified locality and the role of different council services in addressing these.
- Evidence that improving health and reducing health inequalities is a key priority of the council,
- Innovative approaches to delivery, beyond business as usual, reflected in service plans
- Demonstrable action in the council team, possibly with partners, to improve health.
- An evidence-based assessment of what has been achieved to date (a focus on intermediate outcomes is acceptable given the long-term nature of improvements)
- Evidence of local communities’ involvement in the work.
- Plans in place to ensure the ways of working and impact are sustained and spread in the long term
Local Authority of the Year
This category highlights success not just in one local authority department or project but right across the organisation. Winning this prestige category, or reaching the shortlist, sends out a message to both staff, partners and potential partners that the local authority is a high-performing council, an important factor at a time of increasing devolution.
Previous winners are councils that displayed a strong corporate centre with close synergy between the senior management team and the Cabinet, together driving innovation and high performance across the authority. Clear vision by senior management and members, strong forward planning and evidence of successful service provision should be outlined in the entry.
The submission should come from the Chief Executive and/or Leader of the council. While we will take into account previous external assessments, the judges of this award will be making up their own minds.
Judges will be looking for evidence of:
- Real performance improvement across the authority, including evidence around outcomes of your major services; eg Corporate, Children’s and Adults’ Services
- How your authority has successfully risen to the financial challenges the present themselves as a result of continuing reductions in budget
- Where you believe you have been truly innovative, how this has allowed you to excel across the major services and how this is sustainable
- What makes your authority distinctive, what can other authorities learn from you
Supported by
Local Government Finance Team
This award recognises the outstanding achievements of local government finance teams across the UK in managing public funds responsibly, innovatively, and with measurable impact. It celebrates those who have shown excellence in financial leadership, effective resource management, and creative approaches to delivering value for money, all while enabling sustainable services for residents and communities.
Why enter?
- Gain national recognition for your team’s expertise and achievements
- Showcase your commitment to transparency, accountability, and sound financial stewardship
- Highlight innovative approaches to budget management, efficiency, and income generation
- Inspire other authorities with best practice in local government finance
- Demonstrate the vital role of finance in enabling better services and stronger communities
Eligibility
Open to all local authority finance teams in the UK that have delivered measurable improvements, innovations, or efficiencies in financial management within the last 18 months.
Judges will be looking for evidence of:
- Financial leadership: clear evidence of strong leadership in financial management, decision-making, and supporting wider organisational priorities.
- Innovation and improvement: creative approaches to tackling financial challenges, delivering efficiencies, or generating income while maintaining or enhancing services. Building financial information models to drive efficiencies and enable effective and timely decision making.
- Impact and outcomes: demonstrable results showing how effective financial management has benefited the authority, its residents, and communities.
- Collaboration and influence: examples of successful cross-departmental, political, or partnership working that has strengthened financial resilience and sustainability.
- Best practice and learning: evidence that insights and lessons learned have been shared, contributing to wider improvement within the authority and across the sector.
Supported by
Political Leadership of the Year
Strong political leadership has never mattered more for local government. Councils and strategic authorities are grappling with financial pressure, reorganisation and devolution, and rising demand, while trying to deliver real change for their places. This award recognises political administrations, leaders, political groupings, coalitions and cabinets who have set a clear vision, led with purpose and brought communities and partners with them to make a lasting difference.
The judges will be looking for:
- Political vision: a clear, ambitious and credible vision for the place, and evidence of how it has been translated into action.
- Purpose: leadership grounded in values and a clear sense of what it is trying to achieve for residents, sustained through difficult decisions.
- Innovation: a willingness to try new approaches, challenge established ways of working and take considered risks.
- Working with communities: meaningful engagement with residents, giving them a genuine voice in shaping priorities and services.
- Working with partners: building strong relationships across the public, private and voluntary sectors, with neighbouring authorities and with government.
- Collaboration and consensus-building: ability to bring together different interests around shared priorities, whether through majority administrations, minority administrations, coalitions or cross-party working.
- Courageous decision-making: demonstrating political judgement and resilience through difficult decisions, balancing competing priorities while maintaining public trust and focus on long-term outcomes.
- Stewardship: responsible stewardship of public resources, governance and organisational sustainability, ensuring decisions support both current and future generations.
- Impact: tangible outcomes for the place and its people.
Eligibility: Open to council and strategic authority leaders, elected mayors, cabinets, political groups and coalitions, including cross-party and minority administrations. Entries will be judged on the quality of leadership, not political affiliation.
Rising Star
In this category, local authority managers from departments across their organisations are invited to nominate one or more of their younger staff whom they feel show exceptional ability, dedication and promise.
Entries should be submitted by the staff member’s line manager with examples of the staff member’s achievements and why the manager believes they deserve to be nominated. Nominated candidates should be available to attend the judging day if shortlisted.
Judges will be looking for evidence of:
- An account of their career history thus far and a general description of the staff member’s attitude and achievements
- Why the organisation/line manager believes they deserve the title of 'Rising Star'
- The contribution made to a project or event that demonstrates the staff member’s dedication to their job
- The staff member’s contribution to a project or event that demonstrates their enthusiasm and willingness to go the extra mile
- A wider narrative around the candidate’s ability to work across the organisation, within a team, or with the public
- Why the organisation/line manager believes their staff member has the potential to succeed
Supported by
Transforming Lives
We are looking for examples of programmes, initiatives or changes to services that have demonstrably transformed the lives of groups or communities of people. As important, if not more so, than hard facts about how the work has transformed education, employment, health or other quality of life outcomes will be the stories from the participants themselves - do they really feel that without the work their quality of life would have been so improved?
These could be people with a disability or health condition, those who have particular needs from being in the criminal justice system or recovering from substance misuse, those who have not had the best starts to life through family breakdown or involvement in the care system, or those from any other area that have had significant barriers. Whatever their age or background they will be groups who needed help to change their worlds.
Judges will be looking for evidence of:
- Why the particular programme, initiative or service change was begun. How were needs assessed and why was it a priority for the council
- What the success factors were at the start of the programme and how well these have been achieved
- How sustainable the outcomes of the programme are, both for the particular participants and for its replicability elsewhere
- How wider local and national partners have been involved in designing and delivering the programme
- How innovative the programme has been
- What feedback has been received from participants and how this has been used to shape this and future initiatives
Workforce Optimisation
We are looking for cases/stories about how you changed, developed, engaged your workers in a team, service, or organisation so it improved performance and delivery. We want evidence of tangible improvement in outputs and/or outcomes.
This may be as a result of a resourcing project, or talent development, or service transformation, or employee health and wellbeing actions, or performance management. The key is to demonstrate real change and improvement in delivery of outputs and/or outcomes than before your intervention.
Judges will be looking for evidence of:
- Improvements in outputs and/or outcomes of service delivery as a result of your intervention. Clear links to organisational objectives, including metrics to show results and impact, for example, increased productivity, improved customer service etc
- Embedding engagement in behavioural and cultural change
- Employee engagement and involvement of employees and Trade Unions through change and beyond
Supported by
