Nottingham City Council
Best retention strategy
Information
Following the arrival of a new director of public health, the Nottingham City Council public health function was reviewed, re-professionalised and enhanced to grow to from five to 47 wte, with high levels of retention and job satisfaction, improved skillsets and better delivery of function.
There was significant turnover of experienced staff, the function was marginalised and unable to clearly demonstrate delivery of statutory functions, including supporting NHS partners. Through a focus on delivering the core functions on improving and protecting the health and wellbeing of the population, a revised structure focused on re-professionalisation, system working and creating a supportive and kind culture.
Category
Best retention strategy
About Category
This award is open to a single council or where appropriate a partnership of councils, or a council- owned company. Private sector partners can enter on a council’s behalf, with the permission of the council itself.
Retention of staff with deep knowledge and understanding of the place and communities they serve is vital to delivering good council services, yet local government faces stiff competition for talent from both the public and private sector. In some key professions councils cannot compete with the private sector on pay but can offer other benefits that staff find valuable.
This award seeks to recognise councils or groups of councils finding creative ways to retain existing staff in this challenging environment, either across the organisation or in one specific service area. This could include innovative benefits packages, staff recognition or engagement programmes.
Judges will be looking for impressive staff retention rates as well as an original and creative approach that other councils could learn from, replicate or adapt for their own area.
Entries should include:
Data (including from the staff survey where applicable) demonstrating the effectiveness of the retention strategy has worked
Evidence of actions and activities taken to create and deliver inclusive retention processes.
The thinking behind the approach and how it was developed
How the new approach sets you apart as an employer
Evidence of positive impact on the wider organisation
Any obstacles to introducing the new approach and how you overcame them