Mike Cooke, Authority Chief Executive, Camden Council:
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Mike Cooke, Authority Chief Executive, Camden Council:

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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. ...

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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  • 1. Driving organisational learningMike Cooke, Chief Executive, CamdenCouncilLearning Live, 3 October 2012
  • 2. TodayAim to:• Reflect on the challenges for learning and development professionals in making a difference
  • 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 times Developing new solutions with partners to reduce inequality Creating conditions for andharnessing the benefits of economic growth Investing in our communities toensure sustainable neighbourhoodsDelivering value for money services by getting it ‘right first time’
  • 5. Camden’s 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. Invisible VisibleIndividual Values BehavioursCollective Culture Structures
  • 8. SUMMARY• 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”.
  • 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 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: – 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 money service 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 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