How to start a new job
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I’ve joined Camden almost a year ago now and I’m still loving every minute of it. Its creative energy, vision and its drive to work with everyone that cares about the borough to help people live together. Camden has a proud, rebellious spirit that throughout its history has seen communities come together to tackle problems, and bring about real social change. In a previous post, I shared the takeaways I had got from a leadership programme. One in particular stood out, how you can lead from the start when you arrive into a new organisation. These are the lessons I’ve learnt in starting my new job as Head of Strategy.
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How to start a new job
- 1. How can I support Camden to deliver its strategic priorities over the first 6 months? 1. Challenges & opportunities that Camden faces 2. Priorities for corporate strategy to help the council & partners 3. Enablers that strategy can use to influence change 4. Objectives I intend to achieve within the first six months 5. Activities I plan to do to meet these objectives
- 2. How do we influence growth in a way that creates social value? How do we prioritise support while making Camden liveable for everyone? How do we adapt our capabilities to respond to the challenges we face? How do we help people take advantage of the borough’s assets? Camden’s growth brings challenges & opportunities in the face of continuing financial pressures…
- 3. Like other local areas, Camden needs to continuously respond to short and long term issues Stakeholder Democracies Community Investors A&E Zones Local Federations Embedding Creating Futures Adapting to impacts of government policy Shaping devolution Anticipating Spending Review
- 4. By the first month • I will have understood the priorities, relationships & impact the corporate strategy function needs to achieve for the council and the borough and built relationships with the people that can help make this happen By the first three months • I will have improved the way the function works to meet expectations and create spaces & resources to mobilise decision makers around the current & future strategic challenges By the first six months • I will have aligned the capabilities of the function to create spaces for whole-systems change across Camden and embedded the improvements into the wider organisational & partnership frameworks To achieve these outcomes, I will have…
- 5. To achieve these outcomes, I will prioritise my activities according to core principles 1. Clarify objectives to prioritise what matters 2. Build support to create opportunities for change 3. Manage & develop performance of function with team 4. Drive & embed change internally and externally
- 6. 1. Clarify objectives to prioritise what matters M1: Clarify purpose & objectives and prioritise work for the team M2: Agree how best corporate strategy function can help embed change M3: Align ways of working & balance of work to meet expectations M4: Identify what functions can be automated, grown or shared with partners M5: Review impact on shaping strategic change M6: Align capabilities to meet future needs
- 7. 2. Build support to create opportunities for change M1: Assess how well culture aligns with strategic priorities M2: Meet influencers to understand their context, influence & appetite for change M3: Provide resources to mobilise them around current & future challenges M4: Help them identify intervention points where they can influence change M5: Deliver quick wins that will help embed strategic change M6: Use learning from quick wins to improve mechanisms for collaboration
- 8. 3. Manage & develop the performance of corporate strategy function with the team M1: Assess motivations, skills & performance of team and set expectations with them M2: Coach team to develop their skills to meet performance targets M3: Work with team to test out improved ways of working M4: Assess capabilities & governance to meet future needs M5: Show & review impact of team and agree actions for improvement M6: Integrate new ways of working with wider organisational frameworks
- 9. 4. Deliver impact and embed change internally and externally M1: Identify most urgent & important issues and propose solutions M2: Collaborate to develop solutions that deliver impact & influence wider change M3: Review impact of solutions on achieving intended objectives M4: Integrate new solutions into strategic function and organisational frameworks M5: Review impact of embedding change and further change needed M6: Work with stakeholders to embed change externally
- 10. By the first month • I will have understood the priorities, relationships & impact the corporate strategy function needs to achieve for the council and the borough and built relationships with the people that can help make this happen By the first three months • I will have improved the way the function works to meet expectations and create spaces & resources to mobilise decision makers around the current & future strategic challenges By the first six months • I will have aligned the capabilities of the function to create spaces for whole-systems change across Camden and embedded the improvements into the wider organisational & partnership frameworks To achieve these outcomes, I will have…
Editor's Notes
- Make sure first three slides are most impactful as first 90 seconds are what influences interviewers to make their decision
- Scenarios on what public services could become by 2020 – no ideal scenario. * Based on demographic, attitudinal & values analysis – how people meet their needs, what they want, what they consume and how they use technology, what motivates people to engage in public services or their community, how civil society works, how people get along with each other and where conflict might arise “A&E Zones” as they’ve been left with services that no one else wants to deliver, since they don’t offer any returns. Under threat from Whitehall, looking to take over poor performing services. “Local Federations”, sharing services & commissioning. Under threat from other sectors who’ve taken advantage of technology to provide more efficient services. “Stakeholder Democracies” where communities are taking on services councils have divested. Under threat from special interest groups who want control over how taxes are spent “Community Investors”, investing in community infrastructure and focusing on making a return on any investment they make. Use business rates & planning gain to influence behaviour & social value. A&E Zones Focus on protecting the vulnerable in face of cuts, reviewing their approach to services on a case-by-case basis. They are left with services that no one else wants to deliver, because they don’t offer any returns. Providers who thought they could make a business out of it have gone bust, leaving councils to take back the service. In response to complaints about performance, central government is increasingly “taking over” poor performing local services, transferring them to national programmes like the NHS or Work Programme. Council coalitions in London lobby for new taxes on consumption, such as tourist or health taxes. Local Federations Share services & commissioning and work together with other agencies to a scale that they can access bonds, be it social impact bonds for services or for infrastructure. The more successful have set up trading arms to sell their services to others in the sector. More and more frontline services are becoming federations, if not subsumed within the GLA or NHS. Back office services are consolidated into local public service clouds across London. As public services haven’t kept up with economic growth, more and more private & voluntary sector organisations are competing with the public sector for providing services. Public services try and compete by using their customer data about public behaviour on social issues, to put together commercially viable social impact bonds to provide preventative funding. Stakeholder Democracies Co-produced with citizens taking on more responsibility, blurring boundaries between service provision and community activism. “Pay as you go” is appearing where the public buy much of what they need directly and council tax is radically reduced. Councils view their residents as shareholders and pay a dividend weighted towards the poorest residents. Communities will set up their own services to fill the gap where the public sector is no longer present, while councils will create social investment funds in the most deprived neighbourhoods, to invest in activities that deliver social return on investment. Tax competition, referendums and special interest groups become the main drivers of how money is spent, leading to a potential “race to the bottom” on council tax and business rates. Community Investors Focus on making a return on any investment they make, through maximising revenue streams from services like recycling or parks, as well as trading services not just to other public sector agencies but to businesses, such as their ICT, finance or HR services. They will invest in community infrastructure like energy, housing or sharing platforms, where they can make a return, and develop joint ventures with shared profits or venture capital investments in local social enterprises. They will also focus business rates and planning gain around social value and behaviour change.
- For every principle, identify a task that shows impact and a task that you’ve done
- M1: Prioritise work by the team by what matters most and adds most value M2: Understand expectations of corporate strategy from partners & customers M2: Review lessons learned from impact of corporate strategy function up until now and current & future factors that will impact on the function M3: Work with team & partners to make function more effective & efficient M4: Develop business model for team in alignment with Strategy & SCC M5: Review impact of strategy team on its objectives M6: Agree business model and plan implementation What have you done before that shows you can do this? Developed strategic function of research & design team through embedding it into the development of strategic commissioning and providing services to other councils
- Understanding of context. Readiness for change. Ability to influence. Commitment to vision. Capability to deliver. Energy to sustain momentum What have you done before that shows you can do this? Community Plan or Local Insight Programme or Portfolio Move Coordinated the development of the Community Plan, through developing an intelligence model to help us move from a service to population-focus and be more targeted on those that need it most and creating a framework for engagement to agree support for outcomes, while building support & resources for mechanisms to deliver the plan, through testing them out. Developing a local insight programme to enable commissioners to better understand & manage demand and help prepare them for the move from service to population-level commissioning M1: Commissioned analysis of the organisational culture and how people learn by a university M2: Learnt that needed to dilute “co-operative” rhetoric and build on the learning habits of staff around enjoying learning together M3: Used the analysis to develop Local Insight programme, targeted at commissioners and heads of service M4: Developed Local Insight Programme to bridge the gap between high profile & resourced cooperative pilots – Open Works, Young Lambeth Coop & Lambeth Living Well Hub – and other practices that services & partners were using that embodied the strategic vision – and bring in external partners to provide challenge M5: Developed Transformed by You to test whole-systems commissioning, initially working with partners around a specific issue (i.e. healthy living), then showing the impact of the solutions developed through that process, brought on board partners who could provide resources to embed the change (i.e. corporates for business development & technology, universities for research & evaluation and system leaders to sponsor project) What have you done before that shows you can do this? Coordinated the introduction of portfolio management to align programmes with its new strategic outcomes, transitioning 25 matrix project teams and 700 staff
- What have you done before that shows you can do this? Managed team with frontline staff to enable them to investigate why & how customers accessing the service Developed R&D Performance & Development Plan & R&D Governance Planned weekly reviews for the programmes I manage to enable the teams to share lessons learned & action improvements Rotated chairing of team meeting, programme team huddle for daily sprints and wider team wanted huddle for people to share their work Designed strong governance for the service I run to ensure research is assured at every stage and risks are mitigated Developed a talent management strategy & programme for younger staff
- Set and embed behaviours that translate the commissioning principles What have you done before that shows you can do this? Developed a whole-systems approach to commissioning and service design through testing a service design model with directors & universities to deliver impact and integrate it within the council’s strategic transformation framework