Hackney’s new Change Support Team

Shortly before Christmas, I joined Hackney Council to set up a new Change Support Team. I’m well overdue a first weeknote, so I’ll brand this a ‘month note’ for now… The main news here is that we’re hiring for three very exciting roles – keep reading for details. 

Some first impressions of Hackney:

I’ve been unbelievably impressed by my colleagues around the Council and the work that’s being done – in just a few weeks I’ve seen amazing examples of change and innovation across all areas of council services

The speed and scale of change in the borough is massive. My colleagues in the Data and Insight team put this image together which gives a sense of the scale of change in the last ten years.

It’s sobering to remember though that this level of change doesn’t benefit all Hackney residents equally. The borough still has 11th highest level of deprivation in the UK, and that’s particularly challenging when you look at, for example, the impact of rapidly rising rental costs on Hackney’s low income residents.

Broader than the trends in Hackney, the scale of rising need is shocking. National policy failures in housing, mental health services and adult social care for example all take on new meaning when you see what those crises mean for vulnerable residents and the front line staff who are being asked to do more with less to support their residents. 

The response to these challenges has been incredibly impressive at Hackney, with staff leading on new ways of working in their service areas to manage all sorts of change. In just the few weeks I’ve been here, I’ve seen how Adult Social Care have introduced the Three Conversations Model, how colleagues in Housing have introducing new tech to streamline work around managing tenancies, and partnership working with the voluntary sector and local communities to improve outcomes for young black men. Over 70 staff members from across the council have completed three day Agile training, to help introduce new ways of working, focusing on keeping users at the centre of design and quick experiments which encourage “failing fast”. 

The new Change Support Team:

The Change Support Team will provide extra capacity to support this kind of change. The team will act as an internal consulting agency, sitting with different services across the Council, building confidence and capability to deliver complex change. 

We’re going to hire for a multidisciplinary team – combining expertise in Service Design, Behavioural Insights and Agile Delivery. We’ll run short term projects with different teams around the council. The roles will essentially be like working for a public sector agency – but without the business development and with the ability to work long term with colleagues and build up a real expertise in the borough and our residents.  

The success of our team will be defined by the degree to which we’re perceived to be an integral part of the Council service we work with – embedding the confidence to embrace change and adopt new ways of working, not simply ‘doing transformation to’ services.

I think the roles we’re recruiting for are very exciting jobs – it’s a great way for someone with local government experience to apply their skill sets across a range of services and develop expertise in a range of new areas; similarly this team is a brilliant opportunity for anyone with academic, private sector or voluntary sector background to apply their skills and make a real difference at scale. 

We’re looking for people who: 

  • Have experience of working in teams using Lean, Agile and User Centred principles to drive complex change 
  • Can demonstrate excellent problem solving skills – ability to adapt and iterate when necessary, and lead in ambiguity 
  • Enjoy – and are good at – working with people. You’ll bring an agency mindset to the role, seeing the service teams around the Council as our clients, and bring client or stakeholder management experience to this work. 

I’ve included an overview of the roles we’re recruiting to below – and you’ll find the full job adverts and descriptions on our recruitment site.  I’m more than happy to chat to anyone interested. If you’re not sure whether the job description is right for you, please get in touch on zoe.tyndall@hackney.gov.uk and we can set up a quick chat. 

Two of these job ads aren’t live yet. Keep an eye out early next week – or drop me an email and I’ll be in touch when the adverts are live

  1. Behavioural Insights Analyst (Up to £54k)

Some of the things you’ll be responsible for in this role: 

  • Research: Use quantitative and qualitative skills to lead on research in discovery phase; understanding how Council services are used and where problems are that BI approaches could help solve
  • Designing, running and evaluating experiments: Using behavioural science methodologies to design interventions; working closely with the Service Teams to understand impact of tests on costs, efficiencies, processes and residents’ experiences of Council services
  • Communicating and implementing change:Using outcomes data from tests to work with other teams to implement changes to Council services. Communicating projects and methodologies effectively to build capability and confidence of colleagues around the Council to adopt behavioural science approaches

This job is ideal for someone looking to apply their expertise in behavioural insights to a range of different topics, services, communities and problems. You’ll have expert knowledge of behavioural science techniques, and experience implementing these to achieve better outcomes.  Ideally we are looking for someone with core behavioural insights experience; however we are happy to consider applications from those who have worked in related fields, for example in digital marketing, advertising, public health or social research.

See the job description here

2. Service Designer (Up to £51k)

This role is ideal for someone looking to apply their expertise in change management and agile working to a public sector setting. You’ll do some of the following types of work:

  • Writing Business Cases: Use council data sets and research with service teams to quantify issues, to present analysis of why change to a process or service will benefit the council and residents. 
  • Create process maps and customer journeys: Work with service teams and colleagues in the Change Support Team to map existing journeys and processes, as well as other Agile tools such as user pen portraits, How Might We statements, etc. in order to focus on where Change should happen
  • Design solutions and trial these with service teams: You’ll work with the Behavioural Insights specialist and Delivery Manager to design new processes and test the impact with Service Teams. 

We’re looking for solid analytical skills here, more so than in some Service Design jobs. You’ll need to be confident in business analysis skills, understanding the costs of existing processes and making the case financially to work on any given issue. 

You might have worked as a designer, a management or strategy consultant, researcher or analyst, or have had responsibility for innovative approaches to developing services or programmes; you’ll now be looking to apply your skills to a wide range of different service areas and to join a dynamic community focused on delivering better outcomes for residents

Please see job description here.

3. Delivery Manager

As Delivery Manager, you’ll be central to the new Change Support Team’s success. You’ll have responsibility for: 

  • Managing the team’s workload: Leading on our Agile approaches – for example, leading Sprint planning meetings, Sprint review meetings and retrospectives, managing the Team’s Trello board and cleaning and prioritising the backlog;
  • Relationship management: Liaising between the Change Support Team and Service Teams around the Council, managing pipeline of potential projects, scoping and designing projects with Service Teams
  • Communications and Evaluation: Leading on creation of product road maps, show and tells, week notes, other communications around the Council. Evaluating impact of the team’s projects and creating dashboards of the team’s work

You might have worked as a Scrum Master, in Delivery or Product roles, or have had responsibility for innovative approaches to project management. You’ll be happy to work flexibly, supporting colleagues on projects as the need arises and developing skills in related areas, such as user centred research and data analysis as required.

I’m Done, but I’m not finished!

Over the year, since starting this apprenticeship in October of 2018 I have been a part of a wonderful organisation and team, with a manager (Gabriel) who has supported me throughout the months. My role is Application Management for the Social Care side of things in the IT department.

The first choice for my apprenticeship has been nothing short of an amazing learning experience, as I have been able to shadow my team members as well as join other teams to be able to approach my work in a more holistic view, knowing how both sides to the organisation work.

However, as you may have guessed, my apprenticeship has come to an end, well at least the college side of things. I have completed my course and would like to share how that experience was for me.

The beginning

I started the course with an open mind, a curious attitude and a solid determination to do the best with whatever was thrown at me. Little did I know, nothing was thrown. At least, at first, we weren’t given any guidance on how we would complete the course let alone a single unit, but as time went by, we were able to find our feet and had a steady rhythm. The class we had every Thursday was quite productive and allowed us to find out what method of teaching worked best for us. Things were looking up until we got the sad and abrupt news that our assessor was leaving.

The middle

It was a tough period around June/July. We were without an assessor and guidance on what our next steps would be, but when we heard that a new assessor would come in to clear things up and get us underway, things looked to be better. We were able to have more structured sessions but still had the trickles of disorganisation seep into the new schedule. Having to balance college and work at that time became easier as I had a solid routine to get sufficient work done whilst being able to contribute to the team effectively every week. I was happy.

The end?

After the struggle of communication and organisation from the college side of things, I am happy and proud to say that I have completed my Level 3 course in IT!

It was a long road to walk down, but I had my team and the apprenticeship programme officers such as Ronke and Esmay to help me through it. Being able to mix and get to know the other apprentices, old and new, has been such a wonderful experience.

I’ve had so much fun with the different functions, network days and events, such as the Annual Apprenticeship awards that I was more than happy to co-host with a fellow apprentice, Afnan. However, now that the college is done, I will be looking to further my knowledge and experience with Hackney and hope that I can continue to grow with the council that helped me to start my career!

Adventures Of A Delivery Manager – Week Ending 29.11.19

I really should decide whether I write these week commencing or week ending… that said, given that is the critical thing running through my mind at this point on a Friday evening, it suggests I am feeling fairly relaxed and calm this week.

TIDYING UP THE PROJECT

This week, I’ve made good use of some space to tidy up “Adventures Of A Delivery Manager” following my last week note and I feel a lot more settled about it. I have a nice four weekly rhythm in the diary with all of the relevant events now lined up for the coming few months – I guess I’ve properly committed to this for the long term!

I’m also really pleased to have the support of David Durant who is taking up the mantle of being my go-to in place of Nic with regard to this project. We’ve got a session in next Friday to talk about the Sprint Goals for sprint 3. In all honesty, it’ll be more of a review and discussion about what could have been – but regardless, it serves to just get in to that mindset about it.

NETWORKING

This week has been really cool for some organic networking.

Following delivering “Adventures” as a talk at the CrossGov meetup on Monday, I was contacted for a shadowing opportunity from .Gov, so we’re going to put that together shortly.

Then on Thursday we delivered our “Delivering An Excellent Delivery Team” show and tell, where we offered the opportunity for shadowing. I’m delighted that someone reached out there too.

Beyond shadowing, I also met our Hackney 100 student who I am going to work with over the coming months.

All of this really helps me to expand. I really subscribe to the concept of “see one, do one, teach one”, so the opportunity to teach and tell is really beneficial – shadowing is SUCH a win/win activity.

TECH & CHALLENGE

David is teaching me some tech (coding).

I find this REALLY hard.

I’ve always found languages hard, but code is especially hard, because they are words and abbreviations that I understand in a different way, so they feel really hard to convert in to a new way to do new things.

One of the reasons it’s really frustrating for me is that I place a really high value on the art of communication… a single word can make all the difference. Often I wish I could learn multiple languages, but for whatever reason, mastering other languages just doesn’t come naturally to me. Coding is no different… one space or letter in the wrong place can have quite the unintended effect!

That said, there are other skills I have learned in my life that were hard, but worthwhile and so I will pursue this, especially if it helps me to do a better job and serve my colleagues and team mates more effectively.

I do have to do a couple of things however to stay healthy in this space however.

Firstly, I have to always give my teacher and fellow learners warning – that when learning something really hard, I get unintentionally grumpy. No matter how hard I try to hide it or suppress it, it happens anyway – so best to acknowledge it and manage it. Secondly, I have to choose very carefully when I do this kind of training, because it really challenges me and takes me a while to recover from it. This means I need to be sure that I’m not going to come out of the training and in to a critical workshop or detail/concentration based task… I need to decompress first.

TO DO

Next week I need to promote the Barter Wall… it’s not gaining traction and in danger of becoming wallpaper, which would be a shame.

That’s it from me this week!

HackIT: from Start-up to Scale-up

On Thursday we took an important next step in our journey as a team, starting a new iteration in the way we plan and deliver our work.

When I joined the Council in the middle of 2016 I was pleased to discover how much progress the ICT team had made in meeting the challenges that faced most business IT functions. Key systems had been brought up to date, steps were in place to provide much needed resilience, understanding of the value of data was well embedded and I was impressed by how few outages we experienced. There’s always more work to do, but coming in as the new person it was almost disconcerting to find that I had the time to think about where we should go next, rather than spend much of each day fighting fires.

After taking time to listen to our users and discuss ideas across the team, we set out a set of six organising principles (or ‘buckets’ as they’ve snappily become referred to) which helped us to explain how the work we were doing across the team contributed to the Council’s services and helped to deliver for Hackney’s residents and businesses.

How we defined our focus in 2016

These slides summarise the feedback that our users gave about their experience of our service and the focus that we set in response: 201610 Hackney IT | survey and service plan.

Looking back at those slides, I’m struck by how far we’ve progressed towards the goals that we set way back in 2016. This paragraph sums up the direction we wanted to take:

ICT is a frontline service: almost every service that Hackney provides to the borough’s residents and businesses depends on effective information and communication technology. It is essential that the Council’s ICT service works as a strategic business partner not simply a ‘supplier’. This will require us to listen hard to our partners in other services and also be confident in advising them on how we can help them to get the most benefit from what technology can offer.”

We’ve made great steps forward, building on the work that was done before. We’ve had a big increase in user satisfaction (from 28% in 2016 to 62% in our user survey last month), our investment in the systems our users rely on is increasing speed and reliability, we are able to use data in ever more valuable ways and we’re rapidly accelerating the delivery of new digital services. Not everything has worked out how we hoped, but the progress across the board makes me enormously proud to be part of the HackIT team. It’s the best job I’ve ever had.

Now as we approach the end of 2019 it’s important for us to take stock of our ways of working and make sure that we are adapting them to make the most of the opportunities ahead of us. The challenge was summed up really well by one of the expert digital agencies who are working with us to help us establish our ‘devops’ practices at the end of their discovery phase:

Hackney is an exciting place to be

It feels like a startup in lots of ways

You favour conversation over process

You are an agile workplace

But…

Your users have high expectations

People often struggle to know what’s expected

Lots of MVPs in progress

Lots of spinning plates..

“Because there aren’t many processes in place, trying to get anything done always feels like asking for a favour” 

We need to answer an important question: how will we move from ‘Start-up’ to ‘Scale-up’?

Helping us develop our response to this is a team sport. Cate has been leading her team to help us develop a clear portfolio of work (which we make sure we publish on the local government Pipeline collaboration platform), Henry is leading a refresh of our HackIT Manifesto (which sets out the way that we work together as a team), and Matthew has been working with the Digital & Data teams to try out new ways to focus our work and make sure we are doing the right things. And alongside that the whole HackIT team has been doing amazing work delivering a wide range of benefits for Hackney’s staff, residents and businesses (checking in on our weeknotes is a weekly highlight for me – I love catching up with the work that people are doing and seeing how our teams are working together to solve problems and deliver).

In 2016 we consciously went ‘process light’, favouring pace and innovation over structures. In 2019 it’s now time for us to refresh the way we work so that we do ‘just enough’ planning and introduce the right amount of structure to help us deliver an increasingly complex portfolio of work.

On Thursday we got together for our weekly strategy show & tell to share how this thinking has developed and talk about how we will work together as a team to develop these ideas into our next way of working.

Cate and Matthew introduce the new missions

The slides here tell the story of our journey since 2016, illustrate some of the highlights from our achievements over that time and set out the next steps we propose to take: From start-up to scale-up – show & tell (see, we’ve even progressed to widescreen slides now!)

We’re going to explore using an ‘OKR’ (objectives and key results) model to guide our work towards five missions:

Our HackIT missions

Supporting these missions, we will set clear objectives every 6-12 months, which our multi-disciplinary teams will then turn into specific key results for each quarter. The intention is to keep us clearly focused on the long term outcomes that we deliver for our users and to give teams sufficient flexibility to adapt to a rapidly changing technology and service environment. 

The missions, objectives and key results need to be tied into the priorities of the services we work with and mustn’t become an excuse to say no to emerging priorities or new opportunities. But by being clear about what our teams are focused on it will be easier for us to coordinate people’s time and to understand the implications if we need to switch priorities to respond to our users’ needs. The work we’ve done to test and iterate the approach gives us confidence that this won’t be overly time consuming and if we get the balance right the effort it takes will more than pay back in terms of delivery pace.

We’re holding firm to our principle of not having a digital strategy. ‘Digital’ is part of everything we do across the Council, and our success will be measured by the impact we have in the work we do together with colleagues and partners. I’m hopeful that the next steps that we’ve set out this week will help us progress even further and faster, helping to deliver excellent services for Hackney and make a lasting contribution.

Thinking and acting inclusively

One of our core values at Hackney is being inclusive. In a weeknote at the start of September I shared an outline of the work that we’ve been doing across the whole Council to talk with our teams and hear more about their experiences of working at Hackney and ideas for ways that we can make sure that we are living our values.

Along with other Directors across each of the Council’s services, I held a series of conversation groups over the last few weeks. Across the Council there’s a focus on improving our ethnic diversity in senior roles, so three of the groups were for BME members of our team. Within HackIT we’re also working to improve representation of women in technology, so I held two sessions specifically for women in our team. I also held a further session which was open for anyone in the team to take part so that everyone had an opportunity to feedback and contribute. As well as the group sessions I offered time for 1:1 or smaller group conversations as I’m mindful that not everyone is comfortable expressing their views in larger group settings.

We had wide ranging and really constructive discussions, including talking about ways that people can raise any concerns or ideas about inclusion, how it feels to be part of the team and ways that we can make sure that we are supporting people to progress their careers at Hackney and beyond.

The quick read version

The more detailed notes below summarise the key themes that came out from these conversations. These covered a range of topics and we identified some specific actions that I will take forward to respond to the things that people raised.

Some of the suggestions related to the interactions we have every day. There were some good examples of the positive difference that a smile and a friendly hello can make and also reminders of how important it is to make time for one another when we need a hand with something. We also talked about how managers and the people in their teams can work together to help with developing skills and planning for progression.

There were also ideas for changes that we can make to the way that we work in our team. These included some changes to our recruitment process and giving a bit more structure to our training and development offer so that all teams know what is available and can get the most from that. We also discussed the potential benefits that could be had from making more mentoring opportunities available.

This will link in with the wider work that’s taking place corporately, which includes inclusive leadership training for all managers and the work of the Inclusion Champions who are helping promote inclusivity across their services.

I’ve found this exercise very useful and the most important of my follow up actions will be to work with our Inclusion Champions to think about how we can keep this conversation going, so that we can make HackIT an even more inclusive place to work.

The fuller version

On a personal level, the sessions were very valuable, but also challenging (in a good way). It reminded me that there is always more that can be done to engage with colleagues and make sure that people’s voices are being heard. In the HackIT team we’re proud of our commitment to working in the open and being collaborative, but there were still lots of things which came up in the conversations which hadn’t been discussed with me previously and it was important for me to hear.

Many of the things we discussed were raised by several of the groups. I was pleased to hear positive feedback about some of the things we’ve done over the last few years, such as making our service’s leaders much more visible and accessible, sharing information openly across the team and working hard to encourage diversity through our recruitment. But there were also good suggestions for areas that we can focus on to make sure that we’re truly inclusive. Reflecting on these I’ve gathered them together in some themes:

The little things can make a big difference

It was great to hear from many of the people who took part in the discussion groups (including both long-standing colleagues and people who’ve joined more recently) saying that they enjoyed being part of the HackIT team and found our environment friendly and welcoming. But some of the feedback also highlighted how important it is for us to be consistent in this.

Even if we’re having a bad day or we’re juggling lots of things, it’s essential that we remember to take time to greet one another and respond positively to questions or suggestions. There’s never an excuse to behave rudely or be offhand with colleagues.

Making time to listen and explaining decisions

That doesn’t mean that we all have to be instantly available for one another, but it does mean that we need to explain if we don’t have time immediately and suggest another time that would work better. I posted some thoughts on how I approach that here: https://bytherye.com/2018/12/11/personal-reflections-on-how-i-prefer-to-work/ and I know that others have been trying out different techniques too.

It also doesn’t mean that we have to agree with every suggestion we’re given. But if we disagree it is important to explain why and, as Cate set out in her thoughts on governance last year, decisions need to be made collectively, not in isolation, and then shared so that it’s easy for other members of the team to know what to do (that’s one of the main reasons we’ve created our ‘How to HackIT’ guides).

Recruitment and committing to developing diversity at all levels

A major topic that we talked about was recruitment and opportunities for progression. This is an area that we’ve been giving a lot of thought to over the last couple of years. Actions we’ve taken include: designing our service’s structure to support clearer career paths; offering more fixed term opportunities and reducing our use of agency staff; simplifying the application process; sharing the work our team are doing and holding open events so that people thinking about applying for a role in HackIT can meet the team; and making sure that we aren’t using gender biased language when we advertise roles.

But there’s more that we need to do.

As one colleague said, ‘there’s a lot of snow at the top of the mountain’ – we have a good gender balance in senior roles but BME people are still underrepresented. We also need to make sure that we’re not complacent as our gender balance is not consistent across the team. It would be easy for us to say that we’re ahead of our industry norms in terms of diversity, but we need to be more ambitious than that – I see our role as being part of making a meaningful change across the industry as a whole.

A key element of going further will be our support for training and personal development (see below), but we also discussed some simple ways that we can change the way we recruit to help us improve.

One request raised in the discussion groups was to clarify our position on when we will advertise vacancies internally before we progress to external recruitment. In response to this I’ve updated our ‘How to HackIT’ recruitment guide to say that our default will be to advertise internally first (with a few exceptions that I’ve set out in the guide). This is intended to create opportunities for people in our team to progress and grow their experience so that they are well prepared for further progression onto more senior roles.

Another suggestion was that Hackney should introduce applicant blind recruitment across the Council to avoid the risk of unconscious bias when applications are shortlisted. I’m pleased to report that work is in progress to do this and last week I had a more detailed look at the plans. I think that it will be a very positive step forward when it’s introduced early in 2020 and I’ll make a further update to the ‘How to HackIT’ recruitment guide once the new recruitment process has been launched.

Training, development and mentoring

This was the other topic that we spent most of our time discussing. We’ve been giving this a lot of focus recently too, including: launching our sector leading apprenticeship programme (which we’re now expanding through our work as part of the London Office of Technology & Innovation); reviewing our budgets to increase the allocation for investment in training; (paid) acting up opportunities; taking advantage of the apprenticeship levy funding (we have 3 people who’ve starting degree courses this September as a result of accessing this funding, and a couple more in the pipeline); and thinking much more broadly about our approach to personal development so that we can offer a rich set of opportunities to learn new skills. We’ve also been encouraging people across our teams to develop their personal profiles through our HackIT blog and sharing their work at external events.

From the discussions we had, it looks like we’re not currently consistent enough in how we’re thinking about our training and development. Most of our teams are making this an important part of their work, but from the feedback there definitely seems to be variation in the extent to which different teams are taking up opportunities. A particular area that I think we need to focus on are teams whose work is more operational in nature, where the conversations highlighted that people often felt that it was hard to make time for personal development.

We also talked about how mentoring and work shadowing can be a useful way to support personal development. The Council offers mentoring support, but I don’t think everyone is aware of this and we can also look at how we might use our links with the IT and digital teams at other councils and companies we work with to get advice and development support where that might be useful.

We discussed the balance that we need to strike between individuals’ own responsibility for their personal development and the role that managers have in helping their team members think through which opportunities will best help them develop the skills and experience they need to achieve their aspirations for future progression (including opportunities to take on more challenging work where this helps them to develop their experience). The ‘Check in’ process (which has replaced the traditional appraisals we used to do) is a useful tool to help with this, and we need to make sure that these are taking place regularly for everyone across our team.

A very useful suggestion was that we should write up a ‘How to HackIT’ guide outlining the types of training and development we can offer. This will help individuals and their managers to make sure that they are considering all the possible opportunities when they are planning personal development.

Celebrating our diversity

A great strength of the HackIT team is how diverse we are and several of the people who have joined our team more recently commented on how different this was from places they have worked before. One of the groups suggested that we should make sure that we are celebrating this, and while our Pride bunting already makes a great impact on the walls of our office there’s more space available and it was suggested that we could link in with Black History Month to make good use of that. I loved this idea and it’s great to see that the team are already getting moving with that as well as some other ideas for ways that we can celebrate Black History Month in HackIT!

Communication

The positive focus that we have on communication across our team was recognised, but we also discussed some of the challenges for effective communication. (My personal experience is that teams usually feel that there is either too little or too much communication, and sometimes I’ve heard both complaints at the same time!)

Some people raised that it can be difficult keeping in touch when you have flexible working arrangements such as part time working and working from home, which can mean that people feel ‘out of the loop’ because they’re not around when conversations are taking place. There is an extent to which this is inevitable, but we talked about ways that weeknotes and channels like Slack / Hangouts can help to make sure that people keep in touch with key conversations and decisions. I don’t think that there’s an easy fix for this, but it’s important that we all keep it in mind.

We also talked about the benefits of teams sharing the work they’re doing. The hard work and achievements of some teams can be less noticed and that can be a missed opportunity to make sure that people know that their efforts are valued. This is a shared responsibility for all of us to make sure that we are showing the contribution that all of our teams are making.

An interesting question that was asked was whether there is space for dissenting voices and if it’s OK to challenge received truths. An example of this would be our office environment, which is open, energetic and collaborative, but some people prefer quieter space for more focused work. I would want to encourage anyone in our team to feel confident in raising issues like this. In the scenario of the office we have been looking at ways that we can make adjustments like allocating separate space for quieter work and also being supportive of home working where that might be helpful. But it’s also important for us to make sure that when we’ve made decisions together we then commit to them. There are inevitably constraints that we need to work around and it’s important that we recognise that it won’t always be possible to arrive at conclusions that fit with everyone’s preferences – the key is the way in which we work together to reach those conclusions.

Inclusion is for all of us

A final thought from the discussion groups was how clearly the whole team’s commitment to being inclusive came through. It makes me proud to be part of the Hackney team and positive about the further improvements that we can make together.

But I’m also conscious that some of the points raised in the discussions are not just about what ‘management’ does. I’d like us all to reflect on these and think about what we can do in our day-to-day work that will help us make sure that everyone feels welcome, valued and encouraged.

So, what next?

After I’d finished the series of discussion groups I met up with our team’s Inclusion Champions to get some feedback from them. They reported that people had been pleased that the sessions had happened and that the Council is demonstrating how important inclusion is. But there were also some doubts about how much practical action will come out of these and they said that a few people had fed back that they didn’t feel confident raising their ideas in the group setting or with a senior manager.

The conversations identified a number of actions that we can take to help make HackIT an even more inclusive place to work and I hope will demonstrate the commitment to following through on the discussions. My personal priorities will be:

  • Publishing this blog post to share my reflections on the discussions and the follow up actions that I will take.
  • Updating our recruitment guide to provide a clear position on advertising roles internally before we go to external adverts (this is complete).
  • Working with HR colleagues to introduce applicant blind recruitment (due in early 2020).
  • Making sure that we produce a ‘How to HackIT’ guide for training and development.
  • Looking at the potential to do more in terms of mentoring and work shadowing opportunities, both internally and through our links with partners.
  • Working with managers across the service to make sure that we are all encouraging our people to plan their personal development and take up the opportunities available. As part of this I’ll also be checking in on how we are using Check Ins across our teams and making sure that managers are remembering to use opportunities to celebrate their team’s work (eg through blog posts, show & tells etc).
  • Making sure that as a service we are linking in effectively with the wider corporate work on inclusion, including the inclusive leadership training that all managers will be taking part in.
  • Looking at ways that I can make sure we are involving our Inclusion Champions more closely in our future work on developing our service.

I also intend to make sure that these discussion groups aren’t a one-off event and will be giving thought to ways that I can keep conversations like this going moving forward. I don’t think that inclusion is something that can ever be considered ‘done’ and I’ve found it incredibly useful to take this time with people from across the team. I will be continuing that.