EmployeeEngagement

Tim Shields, Chief ExecutiveCaroline Anderson, HRD

Hackney Council

What comes to mind when you think of Hackney…

Is it this?

Or now this?

The clean up“Hackney Council,

cleaners, police and local people did an amazing job. I came out to help, but the streets at least are cleaned

up”

In recent years, Hackney has actually become this…

This is where we were 12 years ago…

Hackney has a real story to tell

However by December 2004, the Audit Commission said we were the

“most improving” authority

Improving the Council & delivering for Hackney by 2009

Hackney has a real story to tell

‘Hackney has shown that it is possible to improve public services

while helping business to thrive, holding down taxes and providing

genuine value for money.’ Ian King, The Times, 30th April 2009

Chapter 3: Selling the place (2009-2012)

Hackney has a real story to tell

‘Hackney - it’s an exciting place to be right now... bring on the Olympics - we are ready for it!!!’ Katie Hillier, Vogue, 26 June 2012

The 2012 London Olympic and Paralympic Games

Hackney has a real story to tell

Chapter 4: Making pathways (2013 onwards) and preventing polarisation

But what next?

Morning Lane Fashion Hub

Whilst this transformation has been happening, what has been going on inside Hackney Council since 2002?

And the surveys says…

In 2004: 34% of staff rated us as ‘one of the worst/below average’

38% said the organisation is ‘about average’

‘Views on Hackney Council as an employer are less positive than

for other local authorities where MORI has asked this question’

And the surveys says…

By 2007: Mori: ‘Hackney performs significantly better than 2005’

‘The Council has increased the proportion of its staff who say they would be an advocate for the Council and rate is better as a service provider’

‘Hackney does better than the averages for the other public

organisations conducting employee research – local

authorities, London Boroughs and the public sector as a whole’

And the surveys says…

By 2009: Advocacy growing, ‘up 38% in 2004 to 57% in 2009’

‘85% agreed the Council was making the area a better place to live’

•Feeling informed about the Council – 24 points higher •Belief that management has a clear vision – 21 points higher•Pride in working for the Council – 21 points higher•Feeling valued – 17 points higher•Working for an organisation that really looks after employees – nine points higher•Job satisfaction – six points higher

‘The Council now receives better ratings from its staff than almost any other public sector employer

with which Ipsos MORI has worked with in recent years’

And the surveys says…

By 2011:‘60% of would now speak highly about the Council as an employer (38% in 2004), and 69% are proud to work for the Council.’

‘77% employees feel informed about developments at the Council. 67% agreeing the reasons for change are well communicated, up from 47% in 2009’

Despite cuts and job losses, ‘It is very positive to note that employees’ pride and self-

motivation have remained steady or improved since 2009’

In 2011 we asked staff ourselves what they like about Hackney Council…

Each other!

‘Professional, supportive, fun, diverse, colleagues who have the best interests of the Council at heart and want to see a difference’

Local

Flexible working

Always innovating

and we see a difference

Sound financial

management

Clear vision and visible

leaders

Personal and career

development

We protect services and

deliver in house

It’s challenging two days never

the same

Good T&Cs and new buildings

We also asked staff what they didn’t like about Hackney Council…

The cuts!‘Seeing colleagues leave the organisation, restructures and efficiencies, more work to do, and pay freeze’

More autonomy

Want more flexible working

Quicker systems and processes

Cut bureaucracy

Some buildings

still not up to scratch

Too many managers

More cross-Council working

Improve ICT infrastructure

Service First Programme- an organisational change programmeAim:

• Improve and extend access to Council Service

• Reduce our property portfolio and associated costs

• Implementation of consistent and excellent levels of customer service

The Service First ProgrammeA new customer services hub for Hackney•Construction of two new buildings (1,600 staff)

• Co-location of all front facing services

• Development of single front office (integration of 40 services)

• Implementation of consistent and excellent levels of customer service

• Introduction of New Ways of Working (home, mobile shared space)

• supported by enabling technology (CDM, CRM etc)

New ways of working

Service First Framework

•Open plan

• 8-10 desk share

• Integrated service provision

• Enabling learning

Managing the process

•Planning and preparation

•Implementation

•Embedding and support

Staff Engagement

The Hackney Service Centre

Customer services and council offices in one

Ipsos MORI research 2013

Ipsos MORI research 2013

• Representative sample of 1,016 Hackney residents aged 16+• Face-to-face using Computer Assisted Personal Interviewing (CAPI)• Fieldwork: 03 January to 06 March 2013• Quotas set on age, gender, work status and ethnicity to match the profile of the population of Hackney. • Data are also weighted to these profiles.• Statistical reliability (sampling tolerance of +/- 3 ppts at 95% confidence interval)

Overall, how satisfied or dissatisfied are you with your local area (15-20 minutes walking distance from your home) as a place to live?

Nine in 10 are satisfied with the local area – two in five are ‘very’ satisfied

% Very dissatisfied% Fairly dissatisfied

% Neither

% Fairly satisfied

% Very satisfied

Satisfied 89%Dissatisfied 6%

Sub-group differences

Hackney 2008 Place Survey

Overall, how satisfied or dissatisfied are you with your local area (15-20 minutes walking distance from your home) as a place to live?

Satisfaction with the local area continues to improve…

Hackney

National (Citizenship/ Community Life Survey)

% s

atis

fied

Base: Hackney 2013 (1,016). Fieldwork 5 January – 6 March 2013; Hackney 2005 (1,006) . Fieldwork 25 August – 31 October 2005; Hackney 2001 (1,006). Fieldwork November 2001; Citizenship /Community Life Survey, c. 10,000 interviews each year.

Tweet from Ben Page CEO Ipsos MORI:

“Satisfaction with #hackney as place to live up from 60%

in 2001 to 80% now. Satisfaction with council up from 23% to 74%. Respect!”

Steady improvement across all services…

…has meant we have seen our staff perform and go the extra mile.

Engagement secretsIt’s not what we do – it’s how we do itStrong narrative, successes and achievements shared and celebratedStrong leadership, and financial decisionsWe deliver in-house transfering ownership and accountability to staffStrong governance on projects staff have to deliverWe’re efficient, effective and innovative Local, passionate staff – Hackney gets under your skin!Opportunities for staff to progress We talk to our staff and ask them what the issues areWe communicate well – profile of CEO and Mayor high

Ben Page, CEO Ipsos MORI said: “Staff are engaged because they can

see improvements and how the borough has transformed itself –

they are part of this. And they have also had strong, consistent

leadership over the last few years.”

So we think our staff are unique…

…and our greatest asset!

But there are more challenging times ahead, and we will

need to stand by them and support them.