Zena CookeCorporate Director, Resources

Janet Fasan Interim Divisional Director Legal

14th June 2017

Best Value Spotlight:Organisational Culture

1. Provide a culture that strives for continuous

improvement

2. Engage and invest in staff

3. Ensure relationships between groups of

members and between members and

officers are professional, respectful, open

and honest

4. Rebuild trust

Organisational Culture Aims

• Trust, openness and honesty

• Leadership and ambition

• Organisational infrastructure

• Good governance

• Partnership and relationships

• Democracy and responsiveness

Our challenges

What are we doing?

Communications & Engagement

Leadership & Transparency

Delivery & Change

Investment in Resources

• 5 posts recruited to. Start dates between May and July

• 1 post subject to an extended search

• 5 positions to be advertised shortly. Interim arrangements in place

Senior Recruitment

• Top three value themes voted for by staff are:

– Working together

– Delivering service excellence

– Acting with honesty and integrity

Employee Values

• Acronyms identified and voted for by staff

• Report to CLT in June, MAB in July to agree

values

• Implementation plan currently being developed

Employment Policies and Practice

Smarter Together

• All initiatives mapped against programmes

• Governance arrangements reviewed to include Children’s Service Improvement Board

• Staff engaged through dedicated twitter account, conversation groups and weekly newsletter updates

External focus and feedback

• 7th April 2017 - Revised Constitution published -Parts 1 to 3, 4.4, 4.9, 5.1, 5.3, 6 & 7

• Outstanding - Parts 4.1, 4.2, 4.3, 4.5, 4.6, 4.7,4.8, 5.2, 5.4, 5.5 and 8

• Parts 4.1 and 5.4 to go to Constitutional WorkingParty on 22nd June

• Parts 4.2, 4.3, 4.5, 4.6, 4.7 went to GPCommittee 2nd May and to go to Council 19th July

Constitution Review - 1

• Part 4.8 (Development Procedure Rules) linkedwith Part 5.2 (Planning Code of Conduct) - reportto Standards Advisory Committee on 29th June,GP on 5th July and then to Council on 19th July

• Part 5.5 (Employees’ Code of Conduct) – reviseddraft with HR so consistency with other HRPolicies/ Procedures being revised.

• Part 8 (Officer Schemes of Delegation) -Considerable work done but further workrequired following Directorate restructure – to befinalised by the end of December 2017

Constitution Review - 2

• Part 5.1 (Member Code of Conduct) and Part 5.3

(Licensing Code of Conduct) – agreed by Council on

5th December 2016 – published 7th April

• Part 5.2 (Planning Code of Conduct) - report to SAC

29th June, GP 5th July and Council 9th July

• 5.4 (Member/ Officer Relations’ Protocol to go to

Constitutional Working Party on 22nd June

• Part 5.5 (Employees’ Code of Conduct) – revised

draft with HR so consistency with other HR Policies

being revised.

• Work also being done on a Member to Member

Protocol – to be finalised by end September 2017

Codes of Conduct

• Grants Thornton instructed to undertake

review

• Online Survey, Stakeholder meetings, and

focus groups undertaken and completed

• Interim Feedback given 8th May

• Final Report due to be issued July

Whistleblow Review

• Launched in September 2016 - closed 8December 2016.

• 66 allegations received

• Independent project team investigated

• Clear Up Board comprising 3 statutory officersand a lead Commissioner (Chris Allison)

• 27 March 2017 - Clear Up Board considered thefinal investigation reports and the draft finalreport – recommendations made

Clear-Up Project - 1

• Final Report with recommendations consideredby Monitoring Officer.

• MO allocated actions to various CorporateDirectors and Divisional Directors

• Final Report to be published – reports to Cabinet27th June and Council 19th July

• CLT will monitor progress every other month untilall the matters have been completed. Quarterlyreports on progress will be submitted to the O&S& SAC and if required, Cabinet

Clear-Up Project - 2

• 80% of staff say they are proud to work for Tower Hamlets

• Resident satisfaction increased by 6 points

• 58% of managers registered with online leadership development tools

• 14 senior managers trained as facilitators for peer to peer coaching

• 180 managers inducted onto Chartered Management Institute accredited courses

• 750 employees attended the Staff Conference and staff awards presentation

• 60 staff trained in Outcome Based Accountability methodology

• Won an external award for the regeneration of Ocean Estate

Measurable Outcomes

• Bespoke leadership development programme for the top 3 tiers to be

commissioned - July/Aug

• Decision Making Accountability piloted – Aug/Sept

• Final core values to be launched and embedded – Aug onwards

• Continuous performance improvement to be developed – Sept onwards

• Recommendations from the industrial relations review to be progressed

– July onwards

• Refresh of constitution – July/Aug

• Implementation of Clear Up Project recommendations - July onwards

• Implement Children’s Services Improvement Plan – June onwards

• Development of Tower Hamlets Partnership work programme - July

• Updated Planning code of conduct, Member/Officer protocol and new

Member/Member protocol – July onwards

Next Steps