Would you trust the Local Government
Ombudsman?
Local Government Ombudsman “Have Your
Say” Staff Survey Exercise, November 2012
Significant point extract from
internal LGO staff document containing unpublished results of the survey.
(Unpublished report sent to LGO Watch
by an LGO staff member.)
This document was submitted as evidence to the
Communities and Local Government Select Committee in 2013 to support their
continuing Inquiry into the Local Government Ombudsman. Some sections from that
submission have been removed as a matter of good form, as they refer to comments
in the staff survey report about an unnamed senior employee at the LGO. Even
without those comments, the staff survey report is more than damning enough. A more
recent staff survey has been published since this one, where there are some
marked improvements in the statistics. What this doesn’t change is that the way
the LGO dealt with the 2012 survey is proof of its institutional dishonesty and
subterfuge. It also doesn’t change what the arrogant and complacent LGO
leadership have over the years allowed this taxpayer-funded institution to degenerate
into: from the mouths of their own staff.
The 2012 staff survey report
itself was not published by the LGO. Instead, they published a “summary and
response” that omitted inconvenient key details and distorted the content of the report.
However, an obviously disaffected member of staff at the LGO leaked the survey
report to LGO Watch.
Summary of survey and
responses
The survey of opinions among staff working for the Local
Government Ombudsman took place from 1st – 12th October 2012. The Communities
and Local Government Select Committee had instructed the LGO that a staff
survey must be carried out. There were 50 questions, 203 potential respondents,
181 actual respondents (response rate 90%) and a survey completion rate of 95%.
Demographics
90% of staff completed the survey: 66% female, 34% male. 56%
were Investigators, 11% managers, and 33% support staff.
Focus groups
“Approximately 55 staff members including Support Staff,
Investigators and AOs (Assistant
Ombudsmen) attended to share their views and supplement the information
gained from the survey.”
The Identity of the
LGO – Qualitative Survey Themes
“Respondents indicated that they felt the reputation of the
LGO was held in higher regard by councils than with the government and the
public.”
“The LGO is increasingly being seen as inward looking,
focusing on meeting tight timescales and decision numbers, rather than positive
outcomes.”
“The LGO appeared unprofessional in front of the Select
Committee. Respondents said that this was a very public embarrassment and was
very damaging to the public face and image of the organisation. Comments made
suggest that this demonstrated why they felt the LGO is not held in high regard
by the government.”
(Here is the best
bit. Look at how the LGO misreports unfavourable data) -
27% of LGO staff disagreed with statement “We provide a
great service to our customers,” with 7% strongly disagreeing. (In
the LGO’s published summary and response, the LGO simply stated “39% believe we
provide a great service to our customers but 34% are undecided.” This is a
highly misleading statement, as although 34% of the respondents were indeed undecided
about the statement, a further 27% positively disagreed with it, resulting in a
total of 61% of respondents unable to affirm the statement because they were
either unsure or actively disagreed with it. This is typical LGO selective
reporting and spin-doctoring. GJP)
About the LGO
Statement: “We are influential in shaping public life in
relation to the work of Councils and Care Providers.” A total of 35% of
respondents disagreed, with 11% strongly disagreeing.
Statement: “I believe the LGO is held in high regard by the
Government, Councils and complainants.” A total of 50% of respondents
disagreed, with 17% strongly disagreeing.
The Way We Are Currently Organised
Statement: “The current structure of the LGO helps us
deliver a good service.” A total of 41% of respondents disagreed, with 11%
strongly disagreeing.
Statement: “Our operating procedures for case handling help
us to deliver an efficient and effective service.” A total of 51% of
respondents disagreed, with 17% strongly disagreeing.
Statement: “The management information systems we have in
place help us to deliver an efficient and effective service.” A total of 59% of
respondents disagreed, with 25% strongly disagreeing.
Statement: “General communication is clear and timely
throughout the organisation.” A total of 68% of respondents disagreed, with 28%
strongly disagreeing.
Change within the LGO
– Significant Findings
“77% of respondents feel that the recent changes have been a
negative experience for them”
“60% of respondents do not believe that the change will make
the LGO a better place to work.”
“57% of respondents do not believe that the change has been
clearly communicated.”
“65% of respondents do not believe that the change has been
managed well.”
Future Change within
the LGO – Qualitative Survey Themes
“Overall, respondents said they needed the LGO and Senior
Management to provide much better direction and joined up messages with a clear
vision of where the organisation wants to be.”
“Respondents suggest that there needs to be a change in
organisational culture, which is currently perceived to be one of blame and
lack of trust.”
“According to the responses, there is a need to increase the
level of respect for staff and an acknowledgement that they are experienced and
knowledgeable people. They want the leaders of the organisation to trust their
skills, treat them as responsible people, set clear expectations and provide
clear guidance and advice.”
Future Change within
the LGO – Qualitative Survey Themes
Statement: “The change has been managed well. A total of 65%
of respondents disagreed, with 35% strongly disagreeing.
“There was very strong feeling that respect for staff was
missing. Change feels imposed on staff, and the leadership team within LGO
needs to display more support, empathy and understanding of how people are
feeling about the changes.”
“People recognised the need for culture change within the
LGO and believed that a significant change in behaviour was required to build
trust and confidence.”
Leadership and
Management within the LGO – Qualitative Survey Themes
“Concerns were expressed over the Ombudsmen’s lack of
knowledge and credibility [ ....]”
“Many respondents identified a lack of trust in
Investigators and a failure to acknowledge their expertise, experience and
skills.”
[ ....]
Leadership and
Management within the LGO – Qualitative Survey Themes
“Senior Management and the LGO are not seen as visible, but
rather distant, inaccessible and remote. When they are seen it is often
perceived to be as a result of micromanaging and a lack of trust as outlined
above.”
“A high number of respondents raise the issue of unclear and
mixed messages and a level of inconsistency from the Ombudsmen (individually
and collectively) which leads to confusion and a lack of direction or sound
advice.”
“There is the perception that COIN* has been forced through,
with no appreciation of the negative impact it has on the Investigators’
ability to do their job to the required standard, in the required timescales.
Comments included the suggestion that it encourages decisions by box ticking,
rather than through use of judgement and expertise.”
Leadership and
Management within the LGO
Statement: “Our LGOs demonstrate good leadership skills.” A
total of 80% of respondents disagreed, with 46% strongly disagreeing.
Statement: “Our LGOs are visible and accessible.” A total of
67% of respondents disagreed, with 32% strongly disagreeing.
Leadership and
Management within the LGO – Focus Group Themes
“The Local Government Ombudsmen were not seen as visible,
available or approachable. Contact with the Ombudsmen was often for the wrong
reasons, perceived to be down to a lack of trust. Staff believed that
visibility needed to improve for the right reasons – to lead, support and set
direction.”
“There is a perceived lack of challenge at the top of the
organisation, in particular from Deputy Ombudsmen and Assistant Ombudsmen, with
ideas pushed through unopposed regardless of the impact on the Investigators
and other staff.”
You and Your Role –
Qualitative Survey Themes
“Some respondents expressed a drop in willingness to go the
extra mile due to the current regime. They suggest the apparent failure of
Senior Leaders to support them and the organisation (for example, with the
Select Committee) means that staff have started to feel less inclined to strive
to do the extra. Recent changes to the ways of working have removed any
enjoyment.”
“There is further heavy criticism of COIN and the level of
administration it imposes on Investigators, with the strong feeling that it is
making their jobs more difficult.”
“Some respondents feel that going the extra mile counts for
nothing and there is the suggestion that management will eventually use up the
goodwill that comes with wanting to do a good job. Loyalty to the organisation
is diminishing.”
“Feedback is usually critical and often perceived to be
unfair, with little regard for context of the problems / issues. More positive
feedback would be welcomed.”
You and Your Role
Statement: “I feel that my contributions are valued by the
organisation.” A total of 37% of respondents disagreed, with 12% strongly
disagreeing.
+++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++
*The COIN case management system was introduced two years
ago in the LGO Advice Team.
COIN is a combined information software system with an open government license.
In essence, any public body can use and modify it to their own needs. http://data.gov.uk/dataset/coins
Prepared by Gary Powell
November 2013.
