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.

Hackney Spacebank: weeknote, w/c 12th August

Meet the unicorn of omniscience – handsome isn’t he.

Three things you need to know about Spacebank this week:


1. The end of our discovery is looming

We are aiming to finish our discovery work on community halls by the end of August. There’s nothing a deadline to help us focus on what’s important vs. what’s nice to have. The trick is finding the sweet spot of knowing enough to make a decision about what to do next, rather than chasing the unicorn of omniscience. 


2. Observation of community halls team

Our researchers Sam and Winston spent a few hours observing the community hall team this week. They shadowed colleagues who are responsible for one-off and repeat bookings. It was great to experience first hand how the team deals with enquiries and handle bookings. This extra detail really adds to our understanding about the process. Thanks to Coralie and her team for giving us their time and insight. 


3. Up next

We’ve got a feedback session next Tuesday with stakeholders. We’ll be sharing what we’ve learnt so far and what we’re planning to do next. Hearing what they think is really important to us – good or bad. Their feedback will help shape where we focus our efforts in the next couple of weeks.

We’ll be analysing all the data we’ve gathered from our interviews with the community halls team and existing bookers. We are looking for themes within and across both groups and using the information to build journey maps. We’re also organising interviews with colleagues who use community halls and “non-bookers”. 

Building a pipeline of talent – HackIT digital apprenticeship programme

Our 21 apprentices in our first cohort have been settling in since September – and are already having a really positive impact across our teams. We have apprentices across all our teams- from applications to data, delivery to digital service design, infrastructure, software development and support, on a variety of level 3 and 4 apprenticeships. They’re from a diverse range of backgrounds but they are all either Hackney residents or attended a Hackney school – part of the borough’s commitment to providing opportunities for our residents.

It’s a key part of our workforce strategy – we know that in a market where digital skills are at a premium we need to work hard to attract the right candidates, and that growing our own talent is vital. It’s also a great way of bringing new ideas and diverse experiences into our team.

The right learning in the right way

Since September we’ve been focussed on working with our three apprenticeship providers Ada, Arch and WKCIC to make sure we’re supporting the apprentices with the right learning in the right way. This hasn’t all been plain sailing – working with three separate providers means there  are different approaches to learning, and sometimes a complex set of relationships to navigate. Luckily we’re well supported by the Hackney Works apprenticeship team, and we’ve been able to iterate and improve how we’re doing things as we’ve learnt.

We’ve also been helping the apprentices to build their own professional networks. Amazon hosted a day of learning in December, running a series of skills workshops, idea generation sessions and an opportunity to learn how Amazon innovate. Feedback from the apprentices was hugely positive and enthusiastic – you can read more from Hidayat about the day and what it meant to him.

What’s next?

We’re continuing our work to develop a network of local employers who we can collaborate with to build a pipeline of digital talent in Hackney. As a result of a successful and creative joint workshop with Amazon in December, where we listened to views and generated ideas from learning providers and small businesses we have a host of ideas for how we can move this forwards – on this we’re thinking big, but acting small, and it’ll be exciting to see where that takes us.

Next up for the HackIT apprenticeship programme is strengthening those emerging professional networks. And we’re working with Google, Amazon and other employers to see what other learning opportunities we can create for the whole programme. We’ve got specific events planned for our female apprentices – recognising that women are in the minority in the tech industry and wanting to play our part in changing this. To do that we think we need to make sure we’re consciously supporting them and that that might need different approaches.

There’s a shared mission as well – showing the value that apprenticeships can bring, and supporting our apprentices to feel confident to talk about that themselves.