A communication transmitted from Yi-An Huang, City Manager, relative to provide an update on the employee engagement survey that we launched early this fall

Visit us online! www.polco.us National Research Center at Polco is a charter member of the AAPOR Transparency Initiative, providing clear disclosure of our sound and ethical survey research practices. Cambridge, MA The National Employee Survey Report of Results 2024 Report by: 1

About The NES™ This report of The National Employee Survey™ (The NES™) for the City of Cambridge presents the opinions of employees regarding their job satisfaction, engagement and key characteristics of their work environment. The survey was developed by the experts from National Research Center at Polco. A periodic sounding of employee opinion on critical workplace issues offers management, staff and elected officials an opportunity to identify challenges, plan for and evaluate improvements and sustain organizational effectiveness for long-term success. The NES report is about the work environment of the City of Cambridge. A quality work environment is a workplace that is not simply acceptable, but that is desirable. It is not only where people do work, but where the.. Great workplaces are partnerships of employees, management and the residents they serve. The NES captures employees’ opinions within the aspects of organizational climate as well as community quality and city governance as well as ratings of City internal support services (such as human resources and finance), community quality, and City governance: - Quality of Community - Quality of Governance - Employee Engagement - Workplace essentials - Organizational Climate - Employee Development - Equity and Inclusion - Internal Support Services A total of 945 completed surveys were obtained, providing an overall response rate of 38%. Because the survey was intended to be taken by all employees, no traditional margin of error was calculated. However, because not all employees responded, NRC recommends using plus or minus five percentage points as the “range of uncertainty” around any given percent reported for the organization as a whole. The full description of methods used to garner these opinions can be found in the Methods tab. How the results are reported For the most part, the percentages presented in the following tabs represent the “percent positive.” The percent positive is the combination of the top two most positive response options (i.e., “excellent” and “good,” “strongly agree” and “somewhat agree,” etc.). On many of the questions in the survey respondents may answer “don’t know.” The proportion of respondents giving this reply is shown in the full set of responses included in the tab “Complete data.” However, these responses have been removed from the analyses presented in most of the tabs. In other words, the tables and graphs display the responses from respondents who had an opinion about a specific item. When a table for a question that only permitted a single response does not total to exactly 100%, it is due to the customary practice of rounding percentages to the nearest whole number. Comparisons to the benchmarks This is Cambridge's first administration of The National Employee Survey. The survey was administered during the COVID-19 pandemic, a time of challenge for many local governments. While we provide comparisons to national benchmarks, it is important to note that much of the benchmark data was collected prior to the pandemic, so the comparisons may not be entirely comparable for all of the data points. NRC’s database of comparative employee opinion comprises the perspectives of more than 25,000 employees or gather ganizat ed fr ion om in em which ployee they sur wor veys k f and rom gave local their gover opinion nments about acr oss job t sat he isf U. act S. T ion, hose super em visor ployees relat evaluat ionships ed t and he other 2

gathered from employee surveys from local governments across the U.S. Those employees evaluated the organization in which they work and gave their opinion about job satisfaction, supervisor relationships and other aspects of the employee experience. The City of Cambridge was compared to the entire database. A benchmark comparison (the average percent positive from all the comparison organizations where a question was asked, excluding Cambridge's) has been provided when there were at least five organizations in which the question was asked. The percent positive response was created by combining the most favorable response options (i.e., “strong.. Where comparisons are available, two columns are provided in the table. The first column is Cambridge's percent positive. The second shows the comparison of Cambridge's rating to the benchmark, where Cambridge's results are noted as being “higher” than the benchmark, “lower” than the benchmark or “similar” to the benchmark. These labels come from a statistical comparison of Cambridge'srating to the benchmark where a rating is considered “similar” if it is within the margin of error (five percentage points or less) and “higher” or “lower” if the difference between Cambridge's rating and the benchmark is greater the margin of error (greater than five percentage points). 3

Methods Survey Background The City of Cambridge partnered with National Research Center (NRC) at Polco to conduct a City-wide employee survey. Employees were asked questions about their job satisfaction, work environment, compensation, supervisory relationships, organizational climate and communication. This was the first survey of Cambridge employees. The results can be used by the City to better understand employee experiences, address employee concerns and monitor perspectives over time. The survey consisted of thematically similar statements grouped into question sets and all were asked on a four-point scale (e.g., strongly agree, somewhat agree, somewhat disagree, strongly disagree or excellent, good, fair, poor). Selecting Survey Recipients All City of Cambridge employees were eligible to complete the survey. The City provided NRC with a list of email addresses for all employees with City emails. The City also communicated with all employees about the survey so that employees without City emails were informed about and could participate in the survey. Survey Administration and Response The survey was administered on the Polco platform. Beginning September 23rd, 2024, employees were mailed a postcard to their homes with a link inviting them to complete the web-based survey on Polco. About a week later, City of Cambridge employees with email addresses received five email messages several days apart with a URL link to the survey. The survey was available in English only. Data collection continued through October 28th, 2024. Of the 2,487 employees receiving an invitation to complete the survey, a total of 945 employees returned completed surveys, providing a response rate of 38%. The response rate was calculated using the American Association of Public Opinion Research (AAPOR) response rate #2 for Internet surveys of named persons.¹ Because the survey was intended to be taken by all employees, no traditional margin of error was calculated. However, because not all employees responded, NRC recommends using plus or minus five percentage points as the “range of uncertainty” around any given percent reported for the organization as a whole. Additionally, no statistical weighting was performed. Since the surveys were completed online, the data were automatically saved electronically. The survey dataset was analyzed through a combination of software programs including the Statistical Package for the Social Sciences (SPSS), R, Python, and Tableau. The anonymity of all employees was fully maintained as no names or other unique identifiers have been recorded. Contact The City of Cambridge funded this research. Please contact the Human Resources Department of the City of Cambridge at HumanResources@Cambridgema.gov if you have any questions about the survey. 1. See AAPOR's Standard Definitions for more information at https://aapor.org/standards-and-ethics/standard-definitions/ 2. Pasek, J. (2014). ANES Weighting Algorithm. Retrieved from https://surveyinsights.org/wp-content/uploads/2014/07/Full-anesrake-paper.pdf 4

Key Findings Highest-performing areas: •Supervisors received strong reviews and scored higher than the national average for: -Communicating information in a timely manner -Encouraging employees to come up with innovative solutions to problems -Recognizing high-performing employees -Managing low-performing employees •Employees gave above-average ratings to the organization attracting employees from diverse backgrounds. •Many respondents agreed they have good friends at work, gain satisfaction from their current job responsibilities, and plan on working for this organization a year from now. •Several items related to support services exceeded the benchmark including: -General information technology (IT) function overall -Desktop/Help Desk services -Network operations -Fleet maintenance function overall -Radio Operations -Internal custodial cleaning function Lowest-performing areas: •While employees felt positively about their supervisor’s performance, senior staff/leadership and council/elected officials were less positively rated and scored lower than the benchmarks. •Employees gave less favorably ratings towards the organization’s clarity of staff roles and responsibilities, opportunities to develop a career path, and showing employee appreciation. •Despite strong ratings, items related to equity and inclusion ranked below other similar communities including: -Making all employees feel welcome -Helping new employees feel connected and integrated -Providing a safe and secure environment for employees of all backgrounds -Providing equal employment opportunities to employees of all backgrounds -Applying policies and procedures equally to all employees Other Notable Results (Custom Questions) •When asked to indicate to what extent they agree or disagree with the following statements, about 8 in 10 employees strongly or somewhat agree that their work group, department, and city has a diverse workforce. Key Drivers An organization of engaged employees is one where employees feel motivated to do their best possible work and where they hope to continue working in years to come. To impact employee engagement, an organization typically will want to see which of the other aspects of organizational climate were most influential on their engagement ratings. For employees of the City of Cambridge, the key organizational characteristics found to be most closely correlated with employee ratings of engagement were: -Work-life balance -Opportunities to develop a career path -The overall quality of the services provided by the City of Cambridge -Providing a clear vision for our organization Of these, work-life balance, providing a clear vision for the organization, and the overall quality of the services provided by the City of Cambridge were on par with the national average. Opportunities to develop a career path was lower than the benchmark. To impact employee engagement, an organization typically will want to consider improvements to any key features that were not higher than the benchmark. 5

4. Comparison to the national benchmark is shown. If no comparison is available, this is left blank. Quality of Governance Employees want to be a part of a team that does high quality work that is well received by their community and well supported by the organization. 35% Excellent 47% Good 13% Fair 4% Poor The overall quality of the services provided by the City of Cambridge The overall quality of the services provided by the City of Cambridge Generally acting in the best interest of the community The overall direction that Cambridge is taking Overall confidence in Cambridge government Similar Similar Similar Similar 82% 67% 63% 57% Please rate the following categories of Cambridge government performance. (% excellent or good) The quality of work being done in my work group Similar 87% Please rate each of the following aspects of your WORK GROUP (immediate coworkers/people you work closest with). (% excellent or good) Your direct supervisor Senior staff/Leadership (e.g., City Manager, Deputy City Manager, Assistant City Managers) Council/elected officials Similar Lower Lower 82% 67% 41% Please rate your overall level of confidence in the leadership of: (% very or moderately confident) vs. benchmark⁴ 6

Employee Engagement An organization of engaged employees is one where employees feel motivated to do their best possible work and where they hope to continue working in years to come. To impact employee engagement, an organization typically will want to see which of the other aspects of organizational climate were most influential on their engagement ratings. 44% Somewhat agree 37% Strongly agree 11% Somewhat disagree 7% Strongly disagree Overall, I am satisfied with my job I plan on working for this organization a year from now I have good friends at work I gain satisfaction from my current job responsibilities Overall, I feel positive about working for the City of Cambridge My values match or fit with the values of this organization Overall, I am satisfied with my job I feel positively challenged in my current job I have the opportunity to do what I do best every day at work The mission and vision of the City of Cambridge make me feel my job is important I see a career path for me at City of Cambridge Similar Similar Similar Similar Similar Similar Similar Similar Similar Similar 92% 88% 87% 86% 85% 81% 80% 79% 78% 74% Please rate the extent to which you agree or disagree with the following statements about your job working for the City of Cambridge. (% strongly or somewhat agree) For employees of the City of Cambridge, the key organizational characteristics found to be most closely correlated⁵ with employee ratings of engagement were: - Work-life balance - Opportunities to develop a career path - The overall quality of the services provided by the City of Cambridge - Providing a clear vision for our organization Of these, work-life balance, providing a clear vision for the organization, and the overall quality of the services provided by the City of Cambridge were on par with the national average. Opportunities to develop a career path was lower than the benchmark. To impact employee engagement, an organization typically will want to consider improvements to any key features that were not higher than the benchmark. vs. benchmark⁶ 7

5. A statistical technique called Key Driver Analysis was used to identify the key organizational characteristics most closely associated with employee ratings of job satisfaction and engagement. This technique is used widely in the private sector to help organizations prioritize which aspects of a service are more likely to influence loyalty and overall satisfaction. The Key Driver Analysis was based on both linear and multivariate modeling techniques using an index of employee engagement. 6. Comparison to the national benchmark is shown. If no comparison is available, this is left blank. How likely or unlikely are you to recommend WORKING FOR the City of Cambridge to someone who asks? How likely or unlikely are you to recommend WORKING FOR the City of Cambridge to someone who asks? (% very or somewhat likely) % Similar 86% 8

7. Comparison to the national benchmark is shown. If no comparison is available, this is left blank. Essentials Foundational to employee engagement are having a safe work environment, the resources needed to do a good job, and receiving compensation commensurate with work accomplished. Maintaining a work environment that is drug and alcohol free Maintaining a work environment that is free of violence or harassment Benefits overall (vacation, sick leave, health care, retirement plan, etc.) Protecting employees from health and safety hazards on the job Availability of necessary materials, resources and equipment to do the job effectively Work schedule flexibility Access to technology that helps employees do their job effectively Work-life balance Providing individual and group work spaces to do the job effectively Compensation (salary, benefits and incentives/bonuses) compared with similar opportunities Similar Similar Similar Lower Similar Similar Similar Similar Lower Similar 93% 78% 77% 73% 69% 68% 67% 65% 58% 56% As an employee of City of Cambridge, how would you rate the job the organization does at each of the following? (% excellent or good) vs. benchmark⁷ 9

8. Comparison to the national benchmark is shown. If no comparison is available, this is left blank. Organizational Climate Organizational climate is a set of policies, strategies, and behaviors that form the primary colors that paint the everyday experience of employees in the workplace. From providing clear communications to encouraging innovation, the quality of these practices directly affects staff morale and engagement. Providing a clear vision for our organization Valuing creativity Openness to new ideas and initiatives Communicating information that helps employees understand the proble.. Collaboration between departments Speed of response to important issues or change Similar Similar Similar Similar Similar Lower 62% 56% 53% 49% 49% 41% As an employee of City of Cambridge, how would you rate the job the organization does at each of the following? (% excellent or good) The working relationships in my work group Collaboration among all staff in my work group Communication among all staff in my work group Effectiveness of meetings in my work group Overall staff morale in my work group Similar Similar Similar Similar Similar 80% 76% 76% 68% 64% Please rate each of the following aspects of your WORK GROUP (immediate coworkers/people you work closest with). (% excellent or good) Encouraging employees to use their own judgment to get the job done Communicating information in a timely manner Encouraging employees to come up with innovative solutions to problems Encouraging an environment where employees feel comfortable to raise issues and concerns that are important to them Welcoming employee involvement in decision-making Similar Higher Higher Similar Similar 76% 74% 73% 72% 71% Please rate each of the following aspects of your SUPERVISOR'S performance. (% excellent or good) vs. benchmark⁸ 10

9. Comparison to the national benchmark is shown. If no comparison is available, this is left blank. Employee development The development of human capital requires investment in performance evaluation and professional development as well as supporting employees as they seek to meet new challenges and career opportunities. The overall skill set of staff Supporting continual learning and development Availability of opportunities for employees to develop knowledge and skills Clarity of staff roles and responsibilities Accuracy of performance evaluations Opportunities to develop a career path Showing employee appreciation Connection between compensation and performance Similar Similar Similar Lower Similar Lower Lower Similar 73% 60% 58% 52% 52% 47% 44% 36% How would you rate the job the organization does at each of the following? (% excellent or good) Providing opportunities for employees to learn and grow Communicating expectations of employees Providing specific, constructive feedback that helps improve employee performance Working together with employees to set goals Providing recognition for doing good work Coaching or mentoring employees Recognizing high-performing employees Applying discipline fairly and consistently Managing low-performing employees Lower Similar Similar Similar Similar Similar Higher Similar Higher 68% 67% 67% 66% 64% 61% 61% 59% 47% Please rate each of the following aspects of your SUPERVISOR'S performance. (% excellent or good) vs. benchmark⁹ 11

Equity and inclusion Inclusion and equity are a priority for local government organizations. Strategically building a more diverse workforce fosters relevance, innovation, and organizational effectiveness. 26% Excellent 41% Good 20% Fair 13% Poor Making all employees feel welcome Fostering a respectful atmosphere Making all employees feel welcome Helping new employees feel connected and integrated Similar Lower Lower 71% 67% 57% As an employee of City of Cambridge, how would you rate the job the organization does at each of the following? (% excellent or good) Demonstrating respect for employees of different cultures and belief systems Respecting individual cultural beliefs and values Providing a safe and secure environment for employees of all backgrounds Attracting employees from diverse backgrounds Promoting workplace diversity Providing equal employment opportunities to employees of all backgrounds Recruiting diverse people into positions of organizational leadership Applying policies and procedures equally to all employees Similar Similar Lower Higher Similar Lower Similar Lower 79% 79% 75% 74% 74% 69% 65% 57% How would you rate the job the organization does at each of the following? (% excellent or good) Please rate each of the following aspects of your SUPERVISOR'S performance. (% excellent or good) vs. benchmark¹⁰ 12

11. Comparison to the national benchmark is shown. If no comparison is available, this is left blank. Valuing employees from diverse backgrounds Treating employees with respect Promoting a positive working relationship among work group members Treating all employees fairly Fostering an atmosphere of mutual trust and confidence Similar Similar Similar Similar Similar 84% 80% 75% 72% 72% 13

Support services There are many services that are essential to local government that most residents would never hear about. The "visible" services could not be performed without the support of internal groups that create the infrastructure to make external services possible. 17% Excellent 46% Good 30% Fair 7% Poor Overall City internal services General information technology (IT) function overall Desktop / Help Desk services Network operations Fleet maintenance function overall Radio operations Internal custodial cleaning function Telephone operations Application services Budget and finance overall Facilities management function overall Overall City internal services Internal maintenance and repair function Purchasing function overall Benefits administration Recruitment services Internal training function Human resources function overall Higher Higher Higher Higher Higher Higher Similar Similar Similar Similar Similar Lower Similar Lower Similar Lower Lower 84% 83% 80% 80% 79% 77% 74% 72% 66% 65% 64% 64% 58% 57% 52% 50% 46% Please rate the QUALITY of each of the following support services in the City of Cambridge. (% excellent or good) vs. benchmark¹¹ 11. Comparison to the national benchmark is shown. If no comparison is available, this is left blank. 14

As an employee of City of Cambridge, how would you rate the job the organization does at each of the following? Providing enough time off from work for vacation Excellent Good Fair Poor Offering competitive health insurance benefits Excellent Good Fair Poor Managing your retirement plan (i.e. pension) Excellent Good Fair Poor Please rate your overall level of confidence in the leadership of: Your department head Very confident Moderately confident Slightly confident Not confident Please rate the QUALITY of each of the following support services in the City of Cambridge. Municipal buildings and facilities Excellent Good Fair Poor Please indicate to what extent you agree or disagree with the following statements: The City's internal communications keep you informed about important organizational updates, policies, and initiatives Strongly agree Somewhat agree Neither agree or disagree Somewhat disagree Strongly disagree 10% 19% 40% 31% 6% 15% 40% 39% 8% 20% 43% 29% 15% 13% 24% 47% 13% 27% 39% 21% 3% 6% 17% 46% 29% Custom questions Below are the complete set of responses to each custom question on the survey. By default, “don’t know” responses are excluded, but may be added to the table using the response filter below. Include "don't know" No 15

The City's internal communications are relevant to your day-to-day responsibilities Strongly agree Somewhat agree Neither agree or disagree Somewhat disagree Strongly disagree You receive the information you need as City staff in a timely manner Strongly agree Somewhat agree Neither agree or disagree Somewhat disagree Strongly disagree You feel valued for your work contributions Strongly agree Somewhat agree Neither agree or disagree Somewhat disagree Strongly disagree Your department is valued for its contributions Strongly agree Somewhat agree Neither agree or disagree Somewhat disagree Strongly disagree Your work group (i.e., your immediate coworkers) is a diverse workforce Strongly agree Somewhat agree Neither agree or disagree Somewhat disagree Strongly disagree Your department has a diverse workforce Strongly agree Somewhat agree Neither agree or disagree Somewhat disagree Strongly disagree Strongly agree 8% 15% 26% 35% 17% 5% 11% 20% 42% 23% 8% 15% 15% 36% 26% 8% 11% 14% 35% 32% 4% 7% 10% 35% 45% 3% 6% 10% 34% 47% 47% The City of Cambridge has a diverse workforce 16

Somewhat agree Neither agree or disagree Somewhat disagree Strongly disagree 2% 3% 11% 37% 17