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Mike Cooke shows Camden Council’s approach to change management and how to drive change in an organisation which is already high performing.
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Driving organisational learning
Mike Cooke, Chief Executive, Camden Council
Learning Live, 3 October 2012
TodayAim to:
• Reflect on the challenges for learning and development professionals in making a difference
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
Providing democratic and strategic leadership fit for changing times
Developing new solutions with partners to reduce inequality
Creating conditions for and harnessing the benefits of economic
growth
Investing in our communities to ensure sustainable neighbourhoods
Delivering value for money services by getting it ‘right first time’
We 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
Camden’s new values
Values
Performance management
Pay & Reward
Career development
Learning & Development
Leadership
Recruitment & induction
Individual
Collective
Invisible Visible
Values Behaviours
Culture Structures
• Individual learning and development is important
• The organisation’s learning and development is ‘mission critical’
• There is growing awareness and examples of success – it can be done
• “Crawl, walk, run” or “every step helps you arrive at your destination”.
SUMMARY
A Camden Case study: Housing repairs (Right First Time Review)
Average End to End time to complete repairs from 49 days to 250 days
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 ‘failure demand’
Approx. 117 Officer hours per week being wasted Hard-working and skilled staff, but tied up dealing with:
ComplaintsInsurance claimsTaking progress chasing calls for repeat visits
What was the problem we were trying to fix?
Front line staff redesigning the processes used to manage repairs, to:
Do things ‘Right First Time’
Focus on residents needs
Remove waste and inefficiencies
Focus on delivering residents a quality and value for money service
End-to-end responsibility within one team, working together. From when the resident calls until the repair is completed
What is Right First Time?
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 knowledge
Reduce 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
Progress so far…