Mike Cooke, Authority Chief Executive, Camden Council:

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Mike Cooke shows Camden Councils approach to change management and how to drive change in an organisation which is already high performing.


  • 1. Driving organisational learningMike Cooke, Chief Executive, CamdenCouncilLearning Live, 3 October 2012

2. TodayAim to: Reflect on the challenges for learning anddevelopment professionals in making adifference 3. Camden 11 square miles of London.. Camden Council: 7,000 FTE, 1billion expenditure, 90m cuts 27% of Camden residents from BME groups, 126 languages & dialects spoken in schools 2nd highest number of businesses in London & 5th highest in UK. The largest student population in London (11%) with more HE institutions than any other London borough 4. Providing democratic and strategic leadership fit for changing timesDeveloping new solutions with partners to reduce inequalityCreating conditions for andharnessing the benefits of economicgrowthInvesting in our communities toensure sustainable neighbourhoodsDelivering value for money services by getting it right first time 5. Camdens new valuesWe are Camden when we: Always remember we are here for the people of Camden Work as one team Take pride in getting it right Find better ways Take a lead 6. Performance management Recruitment & induction Values Pay & RewardLeadership Career Learning & development Development 7. InvisibleVisibleIndividualValues BehavioursCollectiveCultureStructures 8. SUMMARY Individual learning and development is important The organisations learning and development is missioncritical There is growing awareness and examples of success itcan be done Crawl, walk, run or every step helps you arrive at yourdestination. 9. A Camden Case study:Housing repairs (Right First Time Review) 10. What was the problem we were trying to fix? Average End to End time to complete repairs from 49 days to 250days Only 42% of Repairs completed on the first visit Multiple orders raised for the same or similar repair and poor data Only 53% value demand calls. Whilst 47% of calls were failuredemand Approx. 117 Officer hours per week being wasted Hard-working and skilled staff, but tied up dealing with: Complaints Insurance claims Taking progress chasing calls for repeat visits 11. What is Right First Time?Front line staff redesigning the processes used to managerepairs, to: Do things Right First Time Focus on residents needs Remove waste and inefficiencies Focus on delivering residents a quality and value for moneyservice End-to-end responsibility within one team, working together.From when the resident calls until the repair is completed 12. Progress so far Improving resident satisfaction Average 87% 4 or 5 out of 5 and continuously looking to improve.District focused teams Teams focusing on working together a single geographical area to build local knowledgeReduce repair volumes Resolving repairs on the first visit where possible - reduction of approx. 100 calls per week One job at a time doing things cheaper and better Taking the time needed to focus on the quality of repair and customer service Average end to end time improved from 30 pre-pilot to approx. 11 days Savings estimated at 1.2 1.5m (est. from pilot findings so far) Flexibility for residents Appointment times to better suit residents has reduced our no access rates to approx. 2% Decision making at the front-line Trades teams making decisions to get the job done Right First Time for our residents New ways of working stop teams from passing the buck Improving our average number of visits to 1.17 per repair