Here are the key points about the impact on residents and communities from the document:
- COVID-19 has significantly impacted communities in Camden and the government's response to the pandemic.
- Services across Camden are concerned about damage being done to outcomes related to education, health, financial resilience, climate change goals - and that existing inequalities may worsen as a result.
- The pandemic has altered the context for achieving Camden 2025's strategic goals.
- Residents adapted quickly to changes in services over the last few months.
- There is concern the pandemic could lead to greater socio-economic needs within communities.
This document discusses the importance of relationships between community colleges and employers. It begins by noting President Obama's emphasis on connecting community colleges and jobs in his 2014 State of the Union address. The document then discusses how community colleges work closely with employers through advisory boards and customized training programs. However, it notes there remains a skills gap with many open positions unfilled. The document argues that employers should be flexible in considering unemployed candidates with transferable skills for open positions that have gone unfilled for over 90 days. Strong relationships between community colleges and employers are important for developing solutions that benefit all parties.
How to reach INBOUND
Letters to the editor may be sent to: editor@ccapro.com
About Contact Center Association (CCA)
CCA provides professionals with information, education, training and professional networking opportunities.
724 S Tejon Suite C • Colorado Springs Colorado, 80903 • 719.476.0289
www.contactcenterassociation.com
INBOUND is digitally published by CCA. It is a bi-monthly magazine which focuses on contact center operations and topics impacting the contact center industry and practitioner.
Editorial Submissions
Visit contactcenterassociation.com to learn more about submitting editorial to INBOUND.
White Paper - Succession Planning in the Public SectorTony_Flanagan
The document discusses the challenges of succession planning in the public sector. Key points include:
- The public sector faces issues like upcoming retirements, budget cuts, and attracting talent.
- Succession planning helps address these challenges by identifying future leaders and developing their skills.
- However, public sector culture and political pressures can hamper these efforts unless transparency and buy-in are prioritized.
- Data-driven approaches and technology can help succession planning be more evidence-based and effective.
TRIEC aims to address the problem of skilled immigrants in Toronto facing high unemployment and underemployment. It does so through three objectives: making connections between immigrants and employers; building employer awareness and capacity to hire immigrants; and influencing public policy. TRIEC implements programs like mentoring, internships and employer workshops. It also tracks outcomes and impact through methods like mapping outcomes and contributions analysis to determine if its strategies are effective in improving immigrant employment.
Change buy in - how to get stakeholders to embrace changekate_bukowski
This document summarizes strategies for gaining stakeholder support for organizational change. It discusses:
1) Communicating the benefits of change to stakeholders can help reduce anxiety and gain their buy-in. Developing a detailed communications plan that engages stakeholders throughout the change process is important.
2) Identifying "clinical champions" or ambassadors for the change who can communicate the benefits to their colleagues is an effective way to promote adoption of the change.
3) Anticipating potential obstacles to change upfront and addressing stakeholders' concerns, like lack of time or computer skills, in the communications plan can help smooth the transition and gain cooperation. Regular updates on progress also maintain stakeholder involvement.
This document outlines insights from Camden Council's recovery and renewal work following the COVID-19 pandemic. It discusses the impacts on residents, communities, staff, and services. Key themes that emerged include worsening health and financial impacts, the digital divide, new ways of working virtually, and challenges supporting vulnerable groups. The document proposes principles for prioritizing work going forward, including building on partnerships and empowering communities. It poses challenge questions around mobilizing people, adapting policies and services, and supporting new ways of working. Recommendations include scenario planning, testing ideas to address challenges, and strengthening strategic partnerships.
This document discusses the importance of relationships between community colleges and employers. It begins by noting President Obama's emphasis on connecting community colleges and jobs in his 2014 State of the Union address. The document then discusses how community colleges work closely with employers through advisory boards and customized training programs. However, it notes there remains a skills gap with many open positions unfilled. The document argues that employers should be flexible in considering unemployed candidates with transferable skills for open positions that have gone unfilled for over 90 days. Strong relationships between community colleges and employers are important for developing solutions that benefit all parties.
How to reach INBOUND
Letters to the editor may be sent to: editor@ccapro.com
About Contact Center Association (CCA)
CCA provides professionals with information, education, training and professional networking opportunities.
724 S Tejon Suite C • Colorado Springs Colorado, 80903 • 719.476.0289
www.contactcenterassociation.com
INBOUND is digitally published by CCA. It is a bi-monthly magazine which focuses on contact center operations and topics impacting the contact center industry and practitioner.
Editorial Submissions
Visit contactcenterassociation.com to learn more about submitting editorial to INBOUND.
White Paper - Succession Planning in the Public SectorTony_Flanagan
The document discusses the challenges of succession planning in the public sector. Key points include:
- The public sector faces issues like upcoming retirements, budget cuts, and attracting talent.
- Succession planning helps address these challenges by identifying future leaders and developing their skills.
- However, public sector culture and political pressures can hamper these efforts unless transparency and buy-in are prioritized.
- Data-driven approaches and technology can help succession planning be more evidence-based and effective.
TRIEC aims to address the problem of skilled immigrants in Toronto facing high unemployment and underemployment. It does so through three objectives: making connections between immigrants and employers; building employer awareness and capacity to hire immigrants; and influencing public policy. TRIEC implements programs like mentoring, internships and employer workshops. It also tracks outcomes and impact through methods like mapping outcomes and contributions analysis to determine if its strategies are effective in improving immigrant employment.
Change buy in - how to get stakeholders to embrace changekate_bukowski
This document summarizes strategies for gaining stakeholder support for organizational change. It discusses:
1) Communicating the benefits of change to stakeholders can help reduce anxiety and gain their buy-in. Developing a detailed communications plan that engages stakeholders throughout the change process is important.
2) Identifying "clinical champions" or ambassadors for the change who can communicate the benefits to their colleagues is an effective way to promote adoption of the change.
3) Anticipating potential obstacles to change upfront and addressing stakeholders' concerns, like lack of time or computer skills, in the communications plan can help smooth the transition and gain cooperation. Regular updates on progress also maintain stakeholder involvement.
This document outlines insights from Camden Council's recovery and renewal work following the COVID-19 pandemic. It discusses the impacts on residents, communities, staff, and services. Key themes that emerged include worsening health and financial impacts, the digital divide, new ways of working virtually, and challenges supporting vulnerable groups. The document proposes principles for prioritizing work going forward, including building on partnerships and empowering communities. It poses challenge questions around mobilizing people, adapting policies and services, and supporting new ways of working. Recommendations include scenario planning, testing ideas to address challenges, and strengthening strategic partnerships.
The document summarizes a presentation on successfully delivering business change. It discusses six key factors for change success: 1) having a clear vision and strategy with well-defined benefits, 2) strong leadership and sponsorship, 3) following a well-structured change approach, 4) understanding and engaging stakeholders, 5) building a capable change team, and 6) measuring change success. Attendees will break into groups to discuss two of the factors in more depth and share experiences and lessons learned. The goal is to help organizations improve their ability to manage change.
UK Government Communication Service Strategy 2022-2025_Report.pdfPetrisorPetre
The document outlines a strategy for the Government Communication Service (GCS) for 2022-2025. It discusses the need for change given technological advances in communications and changing expectations. The strategy focuses on four pillars: collaboration, delivering government priorities, developing talent, and maintaining public trust. Key actions include establishing a central strategy and planning function to coordinate cross-government campaigns, improving data insights and evaluation, and attracting and developing communications talent. The goal is to improve collaboration, harness technology, increase efficiency, and build public trust in government communications.
This article discusses approaches that firms can take to manage change in today's turbulent business environment. Traditional change management approaches that rely on long-term planning are no longer effective given the speed of changes. The article outlines three conversational approaches that may be more suitable: polarity management, large group interventions, and big conversations. Polarity management addresses dilemmas in change efforts. Large group interventions involve stakeholders to rapidly plan for the future. Big conversations translate strategic plans into action. These conversational approaches help engage employees in change and develop an organization's ability to continuously adapt its plans.
The CPA Vision 2011 is the report from the AICPA from a project to create a comprehensive grassroots vision for the future of the CPA Profession. The first profession to ever create a vision for itself. Using a volunteer team of CPAs and State CPA Society executives aided by a team from the AICPA and led by Jeannie Patton in 1997-1998.
A small booklet developed for our sponsorship of the adults and children's national social care conference in Harrogate 2013.
The first part of the book talks about our unique approaches, the second gives some examples of our work in social care.
Dell Technologies released its FY21 ESG Report, focusing on progress made towards its 2030 goals. The report provides an introduction, outlines Dell's commitment to ESG and social impact, and highlights recent milestones. It also includes letters from Michael Dell and other leadership reaffirming Dell's dedication to using technology to drive positive change through initiatives advancing sustainability, inclusion, and transforming lives.
This document provides an overview of the June 2015 issue of Frontiers in Finance, a publication focused on decision-makers in the financial services industry. It includes the following key points:
- The document discusses several challenges facing financial institutions, including how to sustain competitive advantage, develop new products and services, and move faster than competitors in a constantly changing environment.
- It highlights opportunities around better utilizing data and analytics to improve performance, reduce risk, and drive growth. The role of the chief data officer is becoming increasingly important in this area.
- Emerging technologies like social media, FinTech, and big data are disrupting traditional models and providing new sources of customer insights. Partnerships between financial institutions and
The document provides an overview of the cooperative development activities in Pagadian Extension Office for 2017. It discusses the office's targets achieved due to management support, partner collaboration, and staff commitment. It thanks partners and staff for their contributions to a better CDA. Charts show the office's achievements in membership numbers, assets, business volume, and other metrics. Challenges for 2017 like ASEAN integration, global warming, and technology adoption are framed as opportunities. The office's plans to address challenges include capability building, value chain support, organic farming promotion, and online marketing. Specific successes collaborating with local governments are also summarized.
LoCC Measurable Improvement in Your Development ProcessJoseph Horwedel
Presentation to the League of California Cities Planning Commissioners Institute on Measurable Improvement in Your Development Process in 2009 at Anaheim, CA. The presentation looked at common methods to assess your process, review measurement tools and look at pitfalls based on the experiences in San Jose from outside consultant reviews and on going process improvement efforts.
1. The document discusses the need for creative agencies in Latin America to undergo a digital transformation in order to survive and thrive in today's digital economy. Traditional agency models are outdated and have not changed in 50 years.
2. It outlines 5 pillars that agencies need to focus on to transform: business, people, processes, technology, and culture. Both new digital paradigms and traditional principles need to be adopted.
3. Creative agencies are at risk of disruption if they do not transform and instead keep relying on outdated models, technologies, and processes. A digital transformation is necessary to better serve evolving client and customer needs in today's digital world.
The document summarizes a discussion on public service renewal and modernization in Canada. It discusses the top eight misperceptions about the public service, such as it being broken, unable to compete for talent, or out of touch. The Clerk of the Privy Council addresses each misperception, noting that reality is more nuanced. For renewal, the public service needs to improve communications, empower managers, attract top talent, and better reflect Canadian diversity through its workforce and policies. Panellists then took questions on attracting the best graduates, developing future leaders, and managing a changing workforce.
Valmet partnered with IMD business school to develop a leadership development program with the goals of building individual, interpersonal, cohort, and organizational capabilities. The program consisted of parallel tracks for senior managers and high potentials, with mentoring and connections between the tracks. It was customized to Valmet's strategy and addressed participants' business challenges. The program exceeded expectations by building individual skills, continuing 62% of mentoring relationships after completion, improving cohort networks by over 3 times, and achieving substantial financial returns for Valmet of between 5 and 167 times the investment. As a result, Valmet outperformed market indices and was on track to achieve its financial targets.
This document summarizes an enterprise and leadership development pilot program for Plymouth City Council leaders. The program is designed to help leaders create innovative solutions and entrepreneurial ventures that address major issues and create value for their communities. It involves forming teams around common challenges to develop new proposals and projects over six facilitated sessions. Between sessions, teams work to engage stakeholders, trial ideas, and maintain momentum. The program utilizes tools like psychometrics, coaching, creative thinking techniques, and business modeling to support the teams' work developing 11 new proposals to present to Plymouth City Council's executive team.
The 3V Initiative: Volunteer-Value-VacationsTseli Mohammed
This document outlines a proposal for a Volunteer-Value-Vacations (3V) initiative to engage corporate leadership and employees in global volunteering. The proposal involves a phased implementation approach working with one sample corporation over 6 months. It discusses engaging corporate leadership by addressing concerns about profitability, feasibility and liability of volunteer programs. It also discusses engaging employees by addressing barriers like time, cost and visibility of skills. The proposal provides details on assessing the corporation, developing a customized program, and monitoring outcomes both quantitatively and qualitatively to evaluate the return on investment and success of transitioning the corporation to adopt volunteer vacations.
The document summarizes an executive leadership conference that used an innovative approach of interactive workshops and human-centered design thinking to address challenges of cross-agency collaboration. Participants provided overwhelmingly positive feedback. Key outcomes included:
- Three conceptual solutions were developed to promote citizen-centric government, enable creative thinking about shared solutions, and drive transformation through outcome-focused leadership.
- The concepts and discussions captured will be used by related interest groups to advance shared service initiatives across agencies.
- The new conference format engaged participants in problem-solving and garnered praise for moving beyond traditional panels, signaling its potential to inspire innovation at other events.
Booz Allen’s work with FedScoop has resulted in a Government Reform Study. The study reveals that reform is necessary and welcomed by senior decision-makers in government and the private sector, but implementing reform is often met with challenges. The study highlights five key recommendations around ways senior decision-makers can navigate the complexities of reform.
Implementing a Project Management approach in a multi-national - PM Today Art...Donnie MacNicol
NDS, a leader in digital pay-TV solutions, implemented several initiatives to enhance its project management processes and respond more efficiently to changing demands. It created a Steering Group to develop strategic objectives. Key interventions included a Project Management Code of Practice to standardize processes, soft skills training to improve team collaboration, and accrediting managers. NDS also developed a future capability roadmap to handle increasing project complexity and growth. The initiatives aimed to make NDS more adaptable, profitable and better able to satisfy customers.
The document discusses Generation C (Gen C), people born after 1980 who see themselves as digital natives. A roundtable was held with over 20 Gen C employees to discuss their career experiences and views of the public and private sectors. Gen C expects fast, honest engagement from employers and wants transparency in career paths. Local governments need to understand how Gen C consumes media and promote opportunities using social media to attract Gen C workers, who will comprise 75% of the workforce by 2025. Simple actions like reverse mentoring and involving Gen C in leadership development can help public sectors appeal more to Gen C.
This document provides an introduction to the Beyond Budgeting Round Table (BBRT) model, which was developed as an alternative to traditional annual budgeting processes. It describes how the traditional budgeting model is no longer effective in today's rapidly changing business environment. The BBRT studied companies that had successfully moved away from budgeting and developed a new management model based on their best practices. This model emphasizes devolving accountability, adapting to changes, and using management processes better suited for the current business climate. The document outlines the key principles of the BBRT model and how it can help organizations overcome barriers to change and achieve sustained success.
The document discusses how financial services firms can adapt to a customer-centric world undergoing digital transformation. It outlines several key components for a successful digital transformation strategy, including commitment from top leadership, developing a large-scale customer-led vision, adopting the right organizational structure, building a team of diverse digital leaders, developing a compelling talent strategy, and aligning company culture around innovation. The overall goal is for financial institutions to attract and retain top digital talent that can help reinvent customer experience and compete against new digital disruptors.
How do we shift to community-led researchNoel Hatch
This document provides an agenda for a meeting on community-led research. The meeting will include project overviews, breakout sessions on various themes of community-led research, and a wrap-up. Breakout sessions will focus on developing culturally appropriate research methods, working with communities, making equal research partnerships, letting communities decide research topics, and using community knowledge for change. The goal is to share learning and build connections to better understand and support community-led research.
The document summarizes a presentation on successfully delivering business change. It discusses six key factors for change success: 1) having a clear vision and strategy with well-defined benefits, 2) strong leadership and sponsorship, 3) following a well-structured change approach, 4) understanding and engaging stakeholders, 5) building a capable change team, and 6) measuring change success. Attendees will break into groups to discuss two of the factors in more depth and share experiences and lessons learned. The goal is to help organizations improve their ability to manage change.
UK Government Communication Service Strategy 2022-2025_Report.pdfPetrisorPetre
The document outlines a strategy for the Government Communication Service (GCS) for 2022-2025. It discusses the need for change given technological advances in communications and changing expectations. The strategy focuses on four pillars: collaboration, delivering government priorities, developing talent, and maintaining public trust. Key actions include establishing a central strategy and planning function to coordinate cross-government campaigns, improving data insights and evaluation, and attracting and developing communications talent. The goal is to improve collaboration, harness technology, increase efficiency, and build public trust in government communications.
This article discusses approaches that firms can take to manage change in today's turbulent business environment. Traditional change management approaches that rely on long-term planning are no longer effective given the speed of changes. The article outlines three conversational approaches that may be more suitable: polarity management, large group interventions, and big conversations. Polarity management addresses dilemmas in change efforts. Large group interventions involve stakeholders to rapidly plan for the future. Big conversations translate strategic plans into action. These conversational approaches help engage employees in change and develop an organization's ability to continuously adapt its plans.
The CPA Vision 2011 is the report from the AICPA from a project to create a comprehensive grassroots vision for the future of the CPA Profession. The first profession to ever create a vision for itself. Using a volunteer team of CPAs and State CPA Society executives aided by a team from the AICPA and led by Jeannie Patton in 1997-1998.
A small booklet developed for our sponsorship of the adults and children's national social care conference in Harrogate 2013.
The first part of the book talks about our unique approaches, the second gives some examples of our work in social care.
Dell Technologies released its FY21 ESG Report, focusing on progress made towards its 2030 goals. The report provides an introduction, outlines Dell's commitment to ESG and social impact, and highlights recent milestones. It also includes letters from Michael Dell and other leadership reaffirming Dell's dedication to using technology to drive positive change through initiatives advancing sustainability, inclusion, and transforming lives.
This document provides an overview of the June 2015 issue of Frontiers in Finance, a publication focused on decision-makers in the financial services industry. It includes the following key points:
- The document discusses several challenges facing financial institutions, including how to sustain competitive advantage, develop new products and services, and move faster than competitors in a constantly changing environment.
- It highlights opportunities around better utilizing data and analytics to improve performance, reduce risk, and drive growth. The role of the chief data officer is becoming increasingly important in this area.
- Emerging technologies like social media, FinTech, and big data are disrupting traditional models and providing new sources of customer insights. Partnerships between financial institutions and
The document provides an overview of the cooperative development activities in Pagadian Extension Office for 2017. It discusses the office's targets achieved due to management support, partner collaboration, and staff commitment. It thanks partners and staff for their contributions to a better CDA. Charts show the office's achievements in membership numbers, assets, business volume, and other metrics. Challenges for 2017 like ASEAN integration, global warming, and technology adoption are framed as opportunities. The office's plans to address challenges include capability building, value chain support, organic farming promotion, and online marketing. Specific successes collaborating with local governments are also summarized.
LoCC Measurable Improvement in Your Development ProcessJoseph Horwedel
Presentation to the League of California Cities Planning Commissioners Institute on Measurable Improvement in Your Development Process in 2009 at Anaheim, CA. The presentation looked at common methods to assess your process, review measurement tools and look at pitfalls based on the experiences in San Jose from outside consultant reviews and on going process improvement efforts.
1. The document discusses the need for creative agencies in Latin America to undergo a digital transformation in order to survive and thrive in today's digital economy. Traditional agency models are outdated and have not changed in 50 years.
2. It outlines 5 pillars that agencies need to focus on to transform: business, people, processes, technology, and culture. Both new digital paradigms and traditional principles need to be adopted.
3. Creative agencies are at risk of disruption if they do not transform and instead keep relying on outdated models, technologies, and processes. A digital transformation is necessary to better serve evolving client and customer needs in today's digital world.
The document summarizes a discussion on public service renewal and modernization in Canada. It discusses the top eight misperceptions about the public service, such as it being broken, unable to compete for talent, or out of touch. The Clerk of the Privy Council addresses each misperception, noting that reality is more nuanced. For renewal, the public service needs to improve communications, empower managers, attract top talent, and better reflect Canadian diversity through its workforce and policies. Panellists then took questions on attracting the best graduates, developing future leaders, and managing a changing workforce.
Valmet partnered with IMD business school to develop a leadership development program with the goals of building individual, interpersonal, cohort, and organizational capabilities. The program consisted of parallel tracks for senior managers and high potentials, with mentoring and connections between the tracks. It was customized to Valmet's strategy and addressed participants' business challenges. The program exceeded expectations by building individual skills, continuing 62% of mentoring relationships after completion, improving cohort networks by over 3 times, and achieving substantial financial returns for Valmet of between 5 and 167 times the investment. As a result, Valmet outperformed market indices and was on track to achieve its financial targets.
This document summarizes an enterprise and leadership development pilot program for Plymouth City Council leaders. The program is designed to help leaders create innovative solutions and entrepreneurial ventures that address major issues and create value for their communities. It involves forming teams around common challenges to develop new proposals and projects over six facilitated sessions. Between sessions, teams work to engage stakeholders, trial ideas, and maintain momentum. The program utilizes tools like psychometrics, coaching, creative thinking techniques, and business modeling to support the teams' work developing 11 new proposals to present to Plymouth City Council's executive team.
The 3V Initiative: Volunteer-Value-VacationsTseli Mohammed
This document outlines a proposal for a Volunteer-Value-Vacations (3V) initiative to engage corporate leadership and employees in global volunteering. The proposal involves a phased implementation approach working with one sample corporation over 6 months. It discusses engaging corporate leadership by addressing concerns about profitability, feasibility and liability of volunteer programs. It also discusses engaging employees by addressing barriers like time, cost and visibility of skills. The proposal provides details on assessing the corporation, developing a customized program, and monitoring outcomes both quantitatively and qualitatively to evaluate the return on investment and success of transitioning the corporation to adopt volunteer vacations.
The document summarizes an executive leadership conference that used an innovative approach of interactive workshops and human-centered design thinking to address challenges of cross-agency collaboration. Participants provided overwhelmingly positive feedback. Key outcomes included:
- Three conceptual solutions were developed to promote citizen-centric government, enable creative thinking about shared solutions, and drive transformation through outcome-focused leadership.
- The concepts and discussions captured will be used by related interest groups to advance shared service initiatives across agencies.
- The new conference format engaged participants in problem-solving and garnered praise for moving beyond traditional panels, signaling its potential to inspire innovation at other events.
Booz Allen’s work with FedScoop has resulted in a Government Reform Study. The study reveals that reform is necessary and welcomed by senior decision-makers in government and the private sector, but implementing reform is often met with challenges. The study highlights five key recommendations around ways senior decision-makers can navigate the complexities of reform.
Implementing a Project Management approach in a multi-national - PM Today Art...Donnie MacNicol
NDS, a leader in digital pay-TV solutions, implemented several initiatives to enhance its project management processes and respond more efficiently to changing demands. It created a Steering Group to develop strategic objectives. Key interventions included a Project Management Code of Practice to standardize processes, soft skills training to improve team collaboration, and accrediting managers. NDS also developed a future capability roadmap to handle increasing project complexity and growth. The initiatives aimed to make NDS more adaptable, profitable and better able to satisfy customers.
The document discusses Generation C (Gen C), people born after 1980 who see themselves as digital natives. A roundtable was held with over 20 Gen C employees to discuss their career experiences and views of the public and private sectors. Gen C expects fast, honest engagement from employers and wants transparency in career paths. Local governments need to understand how Gen C consumes media and promote opportunities using social media to attract Gen C workers, who will comprise 75% of the workforce by 2025. Simple actions like reverse mentoring and involving Gen C in leadership development can help public sectors appeal more to Gen C.
This document provides an introduction to the Beyond Budgeting Round Table (BBRT) model, which was developed as an alternative to traditional annual budgeting processes. It describes how the traditional budgeting model is no longer effective in today's rapidly changing business environment. The BBRT studied companies that had successfully moved away from budgeting and developed a new management model based on their best practices. This model emphasizes devolving accountability, adapting to changes, and using management processes better suited for the current business climate. The document outlines the key principles of the BBRT model and how it can help organizations overcome barriers to change and achieve sustained success.
The document discusses how financial services firms can adapt to a customer-centric world undergoing digital transformation. It outlines several key components for a successful digital transformation strategy, including commitment from top leadership, developing a large-scale customer-led vision, adopting the right organizational structure, building a team of diverse digital leaders, developing a compelling talent strategy, and aligning company culture around innovation. The overall goal is for financial institutions to attract and retain top digital talent that can help reinvent customer experience and compete against new digital disruptors.
How do we shift to community-led researchNoel Hatch
This document provides an agenda for a meeting on community-led research. The meeting will include project overviews, breakout sessions on various themes of community-led research, and a wrap-up. Breakout sessions will focus on developing culturally appropriate research methods, working with communities, making equal research partnerships, letting communities decide research topics, and using community knowledge for change. The goal is to share learning and build connections to better understand and support community-led research.
Barry Fong, Principal Social Policy Analyst at the Greater London Authority (GLA) will take us through the Survey of Londoners 2021-22. Conducted at the end of 2021, so just before the full effects of the cost-of-living crisis began to set in, it was commissioned to provide vital evidence on key social outcomes for Londoners, following the onset of COVID-19 and associated restrictions.
A similar survey was conducted in 2018-19, so this survey would show how things had changed in the capital since then.
Barry will go through some of the key findings from the survey before handing over to Michael Cheetham and Ellen Bloomer from the North East London Integrated Care Board, who collaborated with local authority partners to fund a sample boost for the survey within North East London. They will explain how they used the data, including the analyses, the results and how this impacted strategy and practice.
Barry Fong, Principal Social Policy Analyst at the Greater London Authority (GLA) will take us through the Survey of Londoners 2021-22. Conducted at the end of 2021, so just before the full effects of the cost-of-living crisis began to set in, it was commissioned to provide vital evidence on key social outcomes for Londoners, following the onset of COVID-19 and associated restrictions.
A similar survey was conducted in 2018-19, so this survey would show how things had changed in the capital since then.
Barry will go through some of the key findings from the survey before handing over to Michael Cheetham and Ellen Bloomer from the North East London Integrated Care Board, who collaborated with local authority partners to fund a sample boost for the survey within North East London. They will explain how they used the data, including the analyses, the results and how this impacted strategy and practice.
How can humanities research contribute to policy 2Noel Hatch
This research into the COVID-19 pandemic has radically changed how academic researchers engage with policymakers by sharing findings quickly. It has built strong long-term relationships across the UK and shown how arts-based research methods can capture complex experiences to help create more effective policies that support recovery and resilience.
How can humanities research contribute to policy 1Noel Hatch
There is always a danger that the humanities are overlooked in favour of the social sciences or ‘hard’ sciences in research-policy engagement, when the former have an important role to play.
The session will provide case studies and a facilitated discussion to better understand the potential implications and challenges for policymakers of engaging with humanities researchers.
The London Strategy and Policy Network and the London Research and Policy Partnership invite you to join a session to explore the contributions that humanities research can make to policy by bringing together humanities researchers and policymakers from across the capital and beyond.
Welcome and introduction (1:00 – 1:10pm)
Chaired by:
Professor Ben Rogers, Professor of Practice, University of London & Bloomberg Fellow to LSE Cities
Overview: How can humanists and policymakers work together? Benefits and opportunities of humanities research and policy engagement (1:10 – 1:20pm)
Presented by:
Jo Fox, Pro Vice-Chancellor (Research & Engagement) & Dean, School of Advanced Study, University of London.
Case study 1: Lessons from ‘The Pandemic and Beyond: the Arts and Humanities Contribution to Covid Research and Recovery (1:20 – 1:30pm)
Presented by:
Pascale Aebischer, Professor of Shakespeare and Early Modern Performance Studies, University of Exeter and PI of The Pandemic and Beyond: the Arts and Humanities Contribution to Covid Research and Recovery, University of Exeter.
Case study 2: Place-making, diversity and co-production: making visible the layers of London (1:30 – 1:40pm)
Presented by:
Justin Colston, Senior Lecturer at Institute of Historical Research, University of London.
Q & A / Discussion (1:40 - 1:55pm)
Closing remarks (1:55 - 2pm)
ABOUT LRaPP:
London Research and Policy Partnership (LRaPP) is a new partnership aimed at promoting greater synergy between London government and the academic research community.
The Partnership is evolving among movements bringing universities and local communities, cities and regions closer together - the ‘civic universities agenda’. It encourages universities to use their expertise and organisational resources to address pressing public policy challenges.
There are many examples of London's academics and public sector working together. Yet, most of these relationships develop in an ad hoc way. LRaPP takes a systematic approach through proactive and sustained engagement between the university and government sectors.
London Strategy and Policy Network
This network brings together people working in policy & strategy working in local government across London to learn new insights on cross-cutting issues and new methods in how to develop insight, policy, strategy & change.
This helps them support their organisations make sense of how to tackle issues which cut across various services and that require a whole system approach across local places to tackle.
The document summarizes community engagement efforts in Islington, London from December 2021 to May 2022 aimed at understanding inequality. Over 6,000 local people participated in surveys, workshops, focus groups, and other activities to share their experiences and perspectives. Key engagement approaches included self-facilitated discussions in schools with over 600 young people, puppetry and filmmaking workshops exploring issues with students with special needs, and a documentary film project in which LGBTQ+ residents were trained to create films about their own experiences of inequality. The engagement informed the development of recommendations to address inequality in Islington.
The document summarizes the progress and key activities of the Citizens' Assembly in Newham, London. It discusses the assembly's focus on developing 15 Minute Neighbourhoods, where residents can access everyday services within a 15 minute walk. It provides details on the assembly stages, expert speakers, evidence shared, and improvements made to engage residents and develop policy recommendations on delivering 15 minute neighbourhood principles in Newham.
The document discusses lessons about governance from third sector organizations. It finds that these organizations are shifting away from lack of transparency, rigid hierarchies, and gatekeeping, toward practices like accountability, decentralization, relational leadership based on consent. Key lessons include the importance of culture that encourages challenge, transparency to enable accountability, and striking a balance with structure to avoid recreating hierarchies when large organizations decenter power.
The London Research and Policy Partnership (LRaPP) aims to facilitate collaboration between academic researchers and London policymakers to address major social, economic, and environmental challenges facing the city. It will act as a broker to connect experts with policy gaps and support joint projects, placements, and research. An initial focus includes issues like inequality, economic recovery from Covid, climate action, and skills development.
UCL Local research & policy collaborationNoel Hatch
UCL has engaged in several local policy collaborations in London:
1. UCL supported a workshop and advisory board for Waltham Forest's state of the borough report and equity approach.
2. UCL delivered roundtables on good work for Islington's agenda and scoped a policy challenge.
3. UCL partnered with Camden Council on an internship program.
UCL also brokered connections for academics to contribute to climate initiatives in Hackney and Harrow. UCL delivered a roundtable for Newham Council's 15 minute neighborhoods plan.
CAPE is developing a fellowship program to enhance evidence-based decision making for local authorities through interaction with other universities and mobilizing
How can we support innovation to help people on low incomes?Noel Hatch
The Workertech Partnership is a 3-year program by the Resolution Foundation to invest in social ventures that use technology to improve the lives of low-paid and insecure workers. It aims to help workers gain skills, a voice in the workplace, better job opportunities and work conditions. The program invests in startups and builds an ecosystem through events and research to understand workers' experiences. Current portfolio companies are developing tools for skills tracking, job comparisons, organizing workers, and supporting carers. The next steps include more ecosystem building activities and measuring the program's impact on workers.
The document outlines plans by the London Policy and Strategy Network to better connect community insights to policy development. It discusses establishing an Insights Hub to showcase non-traditional community data, a learning network to share best practices, and supporting peer research. The network aims to improve how insights are collected, used, and embedded in policy by rebalancing power dynamics and valuing lived experience. It provides examples of past initiatives and outlines pilots for the Insights Hub and learning network to strengthen the connection between community voices and policymaking.
- The document aims to develop a definition of civic strength, understand its contributing domains in London, measure its distribution, and support the Building Strong Communities mission.
- It creates a Civic Strength Index framework measuring relationships/social capital, democratic engagement, and public/social infrastructure to provide a new lens for understanding community strengths.
- The index identifies data gaps that need filling to have a complete picture of civic strength distribution across London and support areas of opportunity.
The APSE Local Government Commission 2030 report makes recommendations to revitalize and strengthen local government in the UK over the next decade. It calls for (1) enshrining local government's role and powers in a new constitutional settlement, (2) devolving more powers and services to local control through new Devolution Bills, and (3) establishing a long-term, sustainable funding model to ensure local authorities have sufficient resources to meet community needs. The report is based on extensive consultation and aims to address issues like inadequate funding, lack of democratic accountability, and workforce challenges facing local government.
15 Minute Neighbourhoods - University of the Arts - Group 3Noel Hatch
Here are potential responses to your questions:
- While keeping the overall design grounded and realistic, incorporating some speculative/futuristic elements could help envision possibilities and spark imagination. Balance is key.
- Designing one flagship space as a proof of concept is realistic, but considering connections to the wider neighborhood context is important for accessibility and community buy-in.
- Reaching out directly to residents for input is ideal, but the council may have privacy concerns. Partnering with local community organizations who already have relationships/trust could be a good alternative for gathering perspectives.
- When contacting residents, framing it as student/academic research for a potential future council project, rather than a definite council initiative, allows for open discussion
This document provides maps that outline key neighborhood facilities within a 15 minute walking boundary. It displays various neighborhood facilities to give an overview of their locations. The maps also show parks and green spaces, indicating individual entrances and the 15 minute walking areas around each.
FT author
Amanda Chu
US Energy Reporter
PREMIUM
June 20 2024
Good morning and welcome back to Energy Source, coming to you from New York, where the city swelters in its first heatwave of the season.
Nearly 80 million people were under alerts in the US north-east and midwest yesterday as temperatures in some municipalities reached record highs in a test to the country’s rickety power grid.
In other news, the Financial Times has a new Big Read this morning on Russia’s grip on nuclear power. Despite sanctions on its economy, the Kremlin continues to be an unrivalled exporter of nuclear power plants, building more than half of all reactors under construction globally. Read how Moscow is using these projects to wield global influence.
Today’s Energy Source dives into the latest Statistical Review of World Energy, the industry’s annual stocktake of global energy consumption. The report was published for more than 70 years by BP before it was passed over to the Energy Institute last year. The oil major remains a contributor.
Data Drill looks at a new analysis from the World Bank showing gas flaring is at a four-year high.
Thanks for reading,
Amanda
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New report offers sobering view of the energy transition
Every year the Statistical Review of World Energy offers a behemoth of data on the state of the global energy market. This year’s findings highlight the world’s insatiable demand for energy and the need to speed up the pace of decarbonisation.
Here are our four main takeaways from this year’s report:
Fossil fuel consumption — and emissions — are at record highs
Countries burnt record amounts of oil and coal last year, sending global fossil fuel consumption and emissions to all-time highs, the Energy Institute reported. Oil demand grew 2.6 per cent, surpassing 100mn barrels per day for the first time.
Meanwhile, the share of fossil fuels in the energy mix declined slightly by half a percentage point, but still made up more than 81 per cent of consumption.
Causes Supporting Charity for Elderly PeopleSERUDS INDIA
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Presentation by Rebecca Sachs and Joshua Varcie, analysts in CBO’s Health Analysis Division, at the 13th Annual Conference of the American Society of Health Economists.
Presentation by Julie Topoleski, CBO’s Director of Labor, Income Security, and Long-Term Analysis, at the 16th Annual Meeting of the OECD Working Party of Parliamentary Budget Officials and Independent Fiscal Institutions.
2. Overview
COVID-19 poses one of the biggest challenges for a
generation and together we've delivered rapidly for
our residents.
Camden is a curious council – which seeks to learn,
improve and deliver better for its residents. As we
enter the next stage of the crisis, there is a desire to
create space to reflect, so we can take the right next
steps.
Some of this reflection is underway through this piece
of work, other projects and within teams, and
learning is being put into action. However, there
remain four key, cross-organisational challenges.
1. How do we build on a shared sense of purpose
and urgency for the future?
2. How do we work as staff for the future?
3. How do we work with the strengths of our
residents and partners?
4. How do we better tackle inequalities?
We recommend that these cross-organisational
topics are taken forward and held at CMT level.
These cross-cutting themes will work alongside other
pieces of strategic development shaped by DMT and
CMT such as the Economic Renewal Commission,
Climate Emergency, Adult Social Care transformation and
Education policy.
3. Meeting the Four Challenges: Highlights of some of the ideas
• Initiate work across SLG to explore how different future scenarios
could present new challenges & opportunities for transformation.
• Finance to work across services to reassess individual MTFS projects.
• Reflect on and refresh existing strategies and embed any new
approaches to service delivery.
• HR to support teams to take a reflective pause and identify the best
approach for working going forward, on a team by team basis.
• Support managers and staff on practical aspects as they embed ways of
working in the medium-term, including on equipment and technology.
• Communications to work creatively and collaboratively to share
insights and build on Camden’s strong commitment to create a shared
endeavour with staff.
• Champion residents’ voice and experience when shaping services
and addressing design challenges, in tune with their aspirations.
• Take a consistent view across all services on how we work with
residents: empowering communities and building resilience.
• Elevate the role of data in designing services for the future.
• Review the emergency response and understand the impact of a
shift to digital provision on different groups of service users.
• Implement the recommendations of Camden's BAME
Inequalities group, identifying how we can extend it to other groups,
including those at risk of poverty.
• Use intelligence and data to understand and address the disproportionate
impact that COVID-19 has had on different groups.
• Empower and support staff from BAME groups, elevating their voices and
providing a safe space to have ongoing open and honest dialogue.
• Listen and implement their recommendations and commit to continuous
organisational review and change.
Challenge 1: How do we have a shared
focus and prioritise to achieve Camden 2025 in a new context?
Challenge 2: How do we work as staff in the future?
Challenge 3: How do we work with the strengths of our
residents and partners?
Challenge 4: How do we better tackle inequalities?
4. Challenge 1: How do we have a shared focus and
prioritise to achieve Camden 2025 in a new context?
Camden 2025 remains our key strategic framework. Its ambitious calls to action are
now even more important than before, as we know that the pandemic has
exacerbated inequalities in these areas.
However, we also know that Camden 2025 doesn't cover everything. Other challenges,
such as the growing digital divide, have become starker during the crisis and
the pandemic has highlighted, even more than usual, the critical role played by our core
services and their importance to our overall purpose.
Many opportunities have arisen from the services and approaches developed during
the crisis but it has also created new, significant financial pressures for the Council, on
top of those we were already facing. SC/CS DMTs highlighted the tension here between
the need to invest and the financial challenges posed to the Council’s finances by Covid-
19. Linked to this is a consideration of the pace of our response vs. resident cocreation.
This suggests a need (echoed at DMTs) to reconsider and prioritise which issues and
projects we focus on, to ensure they reflect the new context we're working within. PH
DMT was also keen that we shouldn't forget the potential for second waves or local
lockdowns, as we start to look towards recovery.
5. There are opportunities to be more radical and drive change:
• How can we ensure that changes to our policies and services reflect:
• Political priorities; increased inequalities; and our staff's and
communities' strengths:
• Delivering a balanced budget despite continued pressures;
• The social value of our local organisations, providers and institutions;
• The need to anticipate future scenarios, being able to flex to change
• Where we should lead, collaborate or empower others to lead
• How do we take forward the cross-organisational theme of the digital
divide?
• How do we reprioritise the issues and projects we focus on together, e.g.
new Our Camden Plan
• How do we balance the need to urgently drive change to meet our goals
and our principles of resident involvement?
There are some key practical areas being taken forward or
proposed:
• Many individual teams are already looking at changes to their
strategies or are embedding new approaches to service
delivery into the way they work.
• We suggest assessing potential impacts on individual MTFS
projects, to understand our financial position and help
move forward with individual projects, supported by Finance
• We propose facilitating activity with SLG and Heads of
Service to explore how we anticipate future scenarios and
horizons (building on the Camden-Lambeth CMTs work)
to identify new challenges and opportunities to drive
transformation
Challenge 1: How do we have a shared focus and
prioritise to achieve Camden 2025 in a new context?
6. Challenge 2: How do we work as staff in the future?
Covid-19 has radically changed how we work as staff, presenting both new opportunities
and challenges. Increased remote working, a greater flexibility in roles and increased
working together were all areas people wanted to build on. Improvements in technology
and support from managers were areas to be developed further. However, clear too was
the impact on certain staff groups – including those with caring responsibilities, or with
health needs – and how we adapt to accommodate their needs in this new environment.
We also heard from PH DMT that there is a risk that people are already starting to return
to old ways of working. They identified a need to support people to embed new ways of
working and understand that we can't return to the past, whilst helping people feel secure.
CS DMT highlighted a need to give people opportunities to bring ideas and shape the way
forward, rather than just doing this at higher levels - this may include creating
opportunities for people from any part of the organisation to work together on practical
challenges.
7. Challenge 2: How do we work as staff in the future?
There are some key practical areas being taken forward:
• HR&OD are working with Digital to look at the equipment and
technology needed to support people to work safely.
• HR&OD developing support tools for managers to support staff.
• Work to bring staff back to the office through our service transition
work and COVID-secure, supported by HR&OD, systems thinking and
facilities.
• Supporting teams to take a reflective pause so we can help our
teams reflect on the journey we’re on and improve, supported by
HR&OD.
• We suggest working with Communications to use creative ways to
share these insights with staff as a way for the learning to
stimulate improvement.
• Take forward the recommendations from GOLD on 15 June on
changes to workstreams and reporting.
There are opportunities to be more radical and drive change:
• What is the future role of our offices if many of us continue to work
more remotely? How can we help remote working feel more
like the office?
• How can we build the connections or structures between teams to
collaborate?
• How could we change the principles of how we work, with the tools and
support to do this. For example, working in the open and
collaboratively, rhythms and working patterns, involving people
in developing ideas and solutions.
• What changes are needed to help managers support staff?
• How can we build on our redeployment hub to better allocate people to
projects that makes the best use of everyone’s skills?
8. Challenge 3: How do we work with the strengths of
our residents and partners?
There has been a significant impact on the community, residents and partners as a result of COVID-19 – which many services are concerned about. This included a
concern over the digital divide and its impact on residents as more services moved online. This insight work was only intended to focus on understanding the
experience of services. Therefore, we need to work with residents and partners to start from their experiences and motivations on how best to work with them.
It was also noted by DMTs that it is harder for staff to connect to residents and their experience in Camden, as so many do not live in the borough.
The role of data in helping us understand services was highlighted by services and echoed at SP DMT, where it was
felt there was a need to use data more proactively and to improve digital services.
There was concern from some that the pace of the pandemic response meant that services had been developed
without co-creation with residents, which risked creating a dependency on the council and moved away from the
strengths-based approach. This was echoed through conversations at PH and SP DMTs. There was some desire to embed the
strengths-based approach across the council further – for example, Contact Camden highlighted that they had
learnt the benefits of using strengths-based conversations with residents during the pandemic.
Many have also found strengthened partnerships - from Coroners, to Schools, and Public Health. Several services
spoke about the role of the VCS in supporting people during the crisis and a desire to build on this. Though there is
some concern about the wider and financial impact on many of our partners.
9. Challenge 3: How do we work with the strengths of
our residents and partners?
There are some key practical areas being taken forward:
• Learning from the experiences of our residents to
identify and work on design challenges that address their
aspirations, supported by the Inclusive Innovation Network
and Participation.
• Resident involvement is being further developed within
teams – for example, the Economic Renewal Commission.
• Some teams are also developing their use of data - for
example, Adult Social Care – who are exploring the
evidence and data to inform their next steps.
There are opportunities to be more radical and drive change:
• Can we look at a day in the lives of our residents, to help us empathise with their
experiences?
• How can we commit to the principle of strength-based conversations across the
council and how could we embed this?
• How can we build on our strengthened partnerships to mobilise the social value of
our providers and partners?
• How can we develop local government as a platform to match needs and
support?
• What is the right balance of face-to-face and digital provision?
• How can we more radically use data to inform our work?
10. Challenge 4: How do we better tackle inequalities?
Services across the Council identified the damage that COVID-19 has done to
outcomes for residents across Camden 2025 priorities, including education, health and
financial resilience. Many identified how existing inequalities will be exacerbated by
the crisis.
Despite this, not all services fully considered the disproportionate impact of COVID-19
on some communities, including those with protected characteristics as well as other
groups, nor how their services could or should respond.
In some services, work is already underway to understand how they best serve
residents by tackling inequality – for example, improving digital access, and building
resilience particularly given the risk of a second wave. However, in others, the pace of
delivery meant that these considerations are still to be made.
The resident and staff voice is central as we recover and renew. Certain staff have
been particularly impacted by COVID-19, including those with caring responsibilities,
staff from BAME groups, and those with health conditions. At the same time, other
staff groups continue to work remotely, away from the residents they serve.
SP DMT identified tackling inequality as a priority and called for a resource injection to
help address it.
11. Challenge 4: How do we better tackle inequalities?
There are some key practical areas being taken forward:
• Camden's BAME Inequalities and COVID-19 working group has a focus on 8 key areas
and will publish the framework for its action plan the week beginning 22 June.
This includes short-, medium- and long-term action plans to help empower residents
and partners, and to proactively address inequality, including within Camden's
workforce.
• Public Health BAME COVID-19 Health Inequalities work – using intelligence and
analysis of data.
• Work is also being taken forward in some teams, such as Adult Social Care's detailed
analysis on disproportionate impact on residents with protected characteristics
and Education's framework to tackle some impacts on young people and families.
• Reflection sessions with different staff groups – for example, ongoing focus groups
with BAME staff.
There are opportunities to be more radical and drive change:
•How can we extend the approach taken to the BAME
Disproportionality Project to other groups who are more at
risk of poverty?
•How do we embed assessment of the impact of inequality
and use it as a source of innovation?
•How could we use the collective creativity of our partners to
help us tackle this?
•How could we provide dedicated support to help the
organisation improve our approach in this area?
12. These challenges also point to principles which have been used and which can be used in our next steps as a council:
• With Camden 2025 as our guiding star, we will need to prioritise what we deliver over the next year, reflecting the strengths &
needs of our residents and our ability to deliver a balanced budget.
• Many of the key opportunities that services think should be amplified were started pre-Covid 19 and can be accelerated.
• We will need to build on the shared sense of purpose and urgency to energise people to work across teams on shared challenges.
• We will need to work together across services to adapt and identify where we are best placed to lead, collaborate, or support
others to lead.
• Our residents face changing needs that can be invisible, we need to better value their creativity and strengths in tackling those.
• We need to empower people closest to the problem to tackle these issues.
• We will need to continue embedding digital into how we work and rethink how we use our physical spaces in this new normal.
• Even though Covid-19 is still with us, there's an opportunity to move from working at the pace of the emergency to work at
the pace of our communities, to involve people in an inclusive way.
Principles
13. Areas for
discussion
• Are these four areas the
cross-organisational challenges
to tackle at a CMT level?
• If so,
• How can we take these forward in
a collaborative and iterative way?
• How radical do we want to be on
each of these?
• What support does CMT need to
take these forward?
Camden has experience of facilitating collaborative
ways of tackling these types of issues which it could
build on for this (e.g. External Challenges, IIN)
15. Areas of focus
We’ve worked with services on the following
areas to:
• Understand the impact of the
pandemic and lessons learned
• Identify challenges and opportunities for
the future
• Identify what they stop, continue or do
differently
We did this through:
• Using new software to allow us to 'tag' the
responses – there were over 110 different
categories and almost 3,000 individual
comments.
• Workshops with those completing
the returns or carrying out connected
work, and the renewal group.
• Feedback and discussion at all 4 DMTs
Impact on
residents and
communities
Working with
partners
Impact on staff
and ways of
working
Impact on our
services so far
Considerations
for reopening
services
Benefits and
opportunities for
recovery and
renewal
Financial
impact
16. 1. Impact on
residents &
communities
• There has been a significant impact on the community as a result of COVID-19
and the government’s response to this.
• There is concern across services about the damage being done to outcomes
across Camden 2025 priorities including education, climate change, health and
financial resilience and the likelihood that existing inequalities will worsen.
• These new impacts have significantly altered the context for how we may
achieve Camden 2025.
• Residents have adapted quickly to changes in services over the past few
months.
• There is concern that the pandemic could result in greater socio-economic
need in our communities, raising questions around the shape and offer of
services especially at the front door in the future.
• This included concern over an increasing digital divide
• There is concern that in the medium term the pandemic could result in a greater
demand for services beyond the resources available to us.
• Some reflected on the need to think carefully about our role within a wider state
and system–and the importance of empowering residents and building on
assets and strengths in our communities rather than focus on deficits and risk
unintentionally creating dependency on services
17. 1. Impact on residents &
communities
"Closing of schools has significant cross
cutting implications for Camden 2025
and especially for protected groups […]
gap between outcomes and experience
that reflect socioeconomic difference. A
Supporting People team
"COVID-19 will have a long-lasting impact
on our residents and communities both in
terms of our current understanding of needs
and ensuring we factor in some of the new
implications as we deliver outcomes of
Camden 2025 and our Camden Plan.
[…] residents' needs are changing bringing
with it added complexity. We believe that by
working with people and using data we can
design personalised services to meet these
more complex needs" A Corporate
Services team
"Local markets and street markets
increasingly becoming community hubs.
Increased take-up of recycling too
and helping local places keep clean. A
greater emphasis to be placed on good
growth at local level. Residents have
become `rule-takers' following guidance
with greater amounts of recycling" A
Supporting Communities team
“The digital divide is even bigger, since many
services have had to move online since
lockdown. Our libraries already provided services
for those who could not access Universal Credit
and council housing online. People with no
digital access are having to access banking,
schooling, shopping, jobs and UC online” -
A Supporting Communities Team
Risk we undo progress made embedding
strengths-based approaches and embedding
asset-based community development, and that
our council emergency response draws more
people into the system and recreates
a dependency culture” A Supporting People
team
“One key learning is around how we move from
transactional customer service to strength-based
conversations. Many of our residents (included
the Shielded) are capable of supporting
themselves with the right guidance and
signposting from Camden" A Corporate Services
team
18. Camden 2025 Current priorities surfaced from services
Homes and housing Reducing homelessness, landlord & estate services,
organisational approach to asset management, CIP,
resident safety charter
Strong growth
&access to jobs
Renewal Commission: transition to a zero-carbon
economy, good work for all, welfare that works
for people, thriving local economy, commercial portfolio
Safe, strong and open
communities
Community safety, cohesion and disproportionality,
sustainability of VCS and mobilising volunteers,
tackling the digital divide, educational attainment,
domestic violence, youth safety
Clean, vibrant
&sustainable places
Increasing walking and cycling, re-opening place-
based services and physical and open spaces, climate
emergency
Healthy, independent
lives
Strengths-based practice, assistive technology, adults
neighbourhood working, older people’s housing,
extra care, support and safeguarding, contact and trace
19. 2. Working
with
partners
• Relationships have been strengthened across directorates with
shared objectives and mutual understanding – regionally, with health
partners, the VCS, and in some cases with government.
• The role of Camden’s VCS was highlighted by many in providing
vital services, with opportunities to work together in the future
• Some identified Camden's position as a system leader in touch with
residents and the voluntary sector, but recognising when to let others
take the lead or to signpost to additional support.
• Improved perception of the credibility and influence of the Council –
taken a lead on lobbying.
• Some have benefited from increased communication and new
approaches to working –including a move away from emails towards
more conversations and video calling.
• Recognition of a changing environment with funding challenges are
likely to impact our partners going forward
20. "Constructive & positive
engagement and collaboration
with providers has been essential.
Their involvement and
engagement has been fantastic
and close working should be
maintained. […] [We] can build
on this for future integration and
keeping people out of hospital."
A Supporting People team
"New connections with
colleagues across [North
London Councils] has opened
doors and increased the
ability to influence decision
making beyond the council"
A Supporting People team
"Embracing what our external contractors can
bring beyond what is contractually available.
We have been able to repurpose our main
contractor's staff to a number of roles and they
have really benefitted from gaining an insight
to the borough in which they work and
speaking with residents they would not
normally meet. [We should] increase [the] social
value element in future contracts." A
Supporting Communities team
"Rapid design and delivery of integrated wrap
around service provision between services,
agencies and VCS to support vulnerable population
groups […] a focus on what is possible rather
than impossible, united around a shared urgent
mission." Public Health
"We are going to have to
recognise that whole
sectors we work with
[...] will now operate in
a different way. In
helping our clients
respond [we must]
ensure we learn from
and share experience
of other councils and
agencies, rather than
working in a silo."
A Corporate Services
team
"VCS provide a wide range of key services to the
community, especially to parts of the community
no one else reaches. Many of these
organisations are running at reduced capacity
and have seen significant decreases in
income/funding and their ability to deliver these
key services now and in the future is reduced […]
In response to the new patterns of
vulnerability, the community itself has started
organising, with Mutual Aid groups and informal
community groups alike." A Supporting
Communities team
21. 3. Impact on
staff and
ways of
working
• Coronavirus has had a large impact on our staff –from the impact in
people’s personal lives and how they are feeling, to shifts in ways of
working together.
• Staff are doing okay –given the context of the pandemic –though this is
different for some groups.
• There is a need for further work on supporting staff - whilst we have
some great examples of supporting staff, some responses did not talk
about this issue and others felt that COVID-19 gave us the opportunity to
focus on staff wellbeing even more.
• We have also learnt a lot about our employees’ skills, their ability to be
flexible, as well as identifying where we may have some gaps.
• There is a strong desire to work more together across the council and
teams
• The radical digital transformation in ways of working through remote
working has presented both opportunities and challenges.
• During sessions where people have reflected on the initial findings,
people have highlighted how this radical transformation has had a
significant impact on staff and the need to create space to support staff
to reflect on changes and start to think about the future as no longer a
return to the past structure.
22. “Since the lockdown we have
behaved and acted more like the
One Camden.”
A Supporting People team
With a focus on action and
shared goals a lot of the barriers
that have been in the system for
a long time have been
overcome. E.g. response for rough
sleeping and the need to put in
place systems to support people
into accommodation and wrap
around care.” Public Health
“Continuation of regular contacts with
providers [has ensured] they remain
supported and are able to raise
concerns. This has led to
mutual understanding and
improved working relationships. It
is likely to have a positive impact
on quality of care and responsiveness to
the council.”
A Supporting People team
On a human level there has been a very
real impact on staff. Staff that live alone,
have childcare needs, or are vulnerable or
worried about vulnerable relatives have had a
difficult time. It is worth thinking through how we
can best support staff through these issues in
the future.” A Supporting Communities team
“We have also learned that we need
to check in with each other far
more to make sure we are looking
after ourselves. We do not do this as
an organisation enough and we
need to be more honest about that.”
A Corporate Services team
“most people welcome the
significant ICT adaptations that
have been brought forward to
support remote working and would
want to continue to have the
flexibility to work from home in the
future.” Public Health
“Whilst everyone has coped brilliantly well with the
move to remote working, it's clear we need
significant time and energy to spend thinking about
culture and thoughtful org design. Our current ways
of working remotely are in response to a crisis-we must
understand what is working and what isn't. A
Corporate Services team
23. 4. Impact on
services so
far
• Services acted fast in responding to the stark operational challenges posed by Covid-19 and
many services managed to maintain (or even enhance) service levels, even if this meant
working in a different way and or with a slightly different focus.
• Given the unprecedented challenges caused by the pandemic, there were also some
services that had to close due to social distancing, with libraries, leisure centres and in
person day centres being some of the higher-profile examples.
• New services set up fast – frontline presence team, redeployment hub, Covid-19 phone line.
• Impact on some workforce levels - significant impact on service delivery in some areas due
to high staff absence (e.g. adult social care), and challenges around PPE.
• Impact on services’ capacity - e.g. adult social care and housing management.
Feedback on how governance and the emergency structure has supported ways
of working and the lessons we should take from this.
• Some services have also seen a large increase for demand and back logs of work – for
example delays in court work
24. "Service delivery of street cleansing,
waste collection and recycling has
proved fairly resilient." A Supporting
Communities Team
"Home care providers have experienced
significant impact on a day-to-day basis
as they manage care provisions with
fluctuating staff levels of sickness and
worker anxiety." A Supporting People
team
"Caretakers are currently working
reduced hours to mitigate exposure
risks; full working hours will need to be
brought back"
A Supporting Communities team
"All Information & Records
Management services have continued
- a temporary reduction in service in
some cases."
A Corporate Services team
"Work has continued but the service has had to
prioritise external works to adhere to social
distancing guidelines. Works such as window
replacements... have had to be put on hold."
A Supporting Communities team
A number of new teams have been established
25. 5. Considerations
for reopening
services
• Some services are reliant upon political decisions to be made
as to when they should restart their service, and in what way.
This also includes decisions around when to restart charging
and collecting money, for example council tax and business
rates, and how we will pursue this.
• A number of services are dependent on decisions outside the
Council's control
• How the virus progress including a 2nd wave
• How the economy reacts and progresses
• What regional and national bodies and government
decide.
• There were also a number of key internal dependencies
• When the office is COVID- secure and safe for staff to
return
• When staff who have been redeployed return.
• From this, many anticipated a resource need.
26. “[…] we will carry out a further review
of our transformation programme - to
make decisions on priority projects
which need to continue and/or
restart, those which may need to be
stopped or be re-thought.” A
Supporting People team
"Financial impact will depend on
external factors which we need to
anticipate & prepare for such how
long the virus will last and what
decisions the government will
make on extending/reducing their
financial support to councils, and
[...] business rates" A Corporate
Services team
"Much relies on
political decision
making, at national
and local level, before
any decisions can be
made within the
service." A
Corporate Services
team
"A key message for
ASC is that the health
crisis is not over. We
expect there could be
a second wave. And
as a frontline service
we need to carefully
manage implications
on residents and on
the workforce."
A Supporting People
team
"Stopping some of the
activities in particular projects
where there might be different
views on prioritisation could
be challenging, it would be
helpful to approach this from
organisational perspective
to ensure short-, medium-
and long- term objectives
remain aligned across
departments and
services" A Corporate
Services team
“Running committee meetings
remotely takes considerably more
staff resource than running physical
meetings […] If remote meetings
continue, serious consideration needs
to be given to either reducing the
number of meetings […] or increasing
the staff
resource available.” A Corporate
Services team
"How we continue working to
support those with no local
connection and NRPF will be an
MHCLG decision but critical
that there are clear guidance
from government re: funding /
changing the criteria so that we
can plan for immediate and long
term recovery and renewal" A
Supporting People team
27. 6. Benefits &
opportunities
for recovery
and renewal
• A theme throughout responses was that pre-COVID-19 business as usual strategies, service reviews
and restructures may need to be reconsidered.
• Conflicting views on new services/delivery models which people want to keep - large numbers of
new approaches that people want to keep e.g. food, redeployment pool, beacon, frontline presence
team. However, others were concerned that these services may increase dependency.
• Extended hours - some services have seen benefits from operating extended hours e.g. expanded
CAMHS crisis response, ASC & monitoring social media
• There was a clear sense that the crisis had accelerated moves already well underway towards
digital transformation across the organisation. Many felt that this is something we need to invest in
and focus on as more work is needed.
• There are opportunities from this to understand how we can transform our services – from leaving
behind ways of working we no longer need, making the most of opportunities like digital
transformation and supporting new services.
28. "Many services have implemented
“digital signatures” by residents and
officers, saving unnecessary
journeys by residents and staff and
speeding up processes."
A Supporting People team
"Contact Camden agreed with
SignVideo to extend the Deaf
Interpreting Contract from
daytime only to 24/7 (at no
cost)" A Corporate Services
team
"The work on food should result
in the council committing to a
mission around ending food
poverty." A Supporting
Communities team
"Alongside our impacts analysis
work, we will carry out a further
review of our [ASC]
transformation programme - to
make decisions on priority
projects... " A Supporting People
team
"Online platforms such as Time to
Spare and Beacon will be helpful in
both our role as a convener of
services as well as with data
collection" A Supporting
Communities team
"Different parts of the organisation [are] creating
a dependency model (i.e. shielding &
vulnerability) while others [are] creating a model
to improve independency (i.e. what matters)"
A Corporate Services team
29. • Suggestions services have made on what new opportunities from
the pandemic they continue with:
• Suggestions for further digital transformation include:
• New delivery and transport services set up to support people
during the crisis, including food deliveries.
• The 7-day SPA for hospital discharge.
• Quicker and easier access to safe accommodation for Camden
Safety Net.
• The Logistics Hub, Redeployment Hub and Frontline Presence
Teams.
• New delivery models within public health, Contact tracing and
Public Health advice team.
• The multi-disciplinary healthcare team (MDT).
• The volunteer brokerage scheme established though Time to
Spare.
• Online platforms such as Time to Spare and Beacon will be helpful
in both our role as a convener of services, as well as with data
collection.
• Strengthening the ability of the Council’s network/ICT support to
function optimally with high volumes of home working.
• Encouraging channel shifts for the many services that are still
heavily reliant on paper-based inbound post.
• Introducing a scanning solution for inbound post where this can’t
be changed.
• Ensuring that those council services that are still reliant on cheque
payments move over to using Direct Debits Services.
• Establish an internal standard and archive protocol to make it easier
to learn from what we have been doing and to retrieve information
in future.
• Keeping Beacon and continuing to develop this.
• Improving the libraries' digital options.
• Use Facetime, WhatsApp and video calls within children’s
safeguarding and social work where appropriate, for those young
people who prefer it.
30. 7. Financial
impact
• COVID-19 has had a large impact on income
generation
• Changing attitudes towards regeneration
• Impact of COVID-19 on businesses and commercial
tenants
• Reductions in HRA
• Impact of maintaining temporary measures
if they lead to permanent change or demand
continues at current levels
• Uncertainty around whether there is a
continued need to achieve current MTFS
savings targets
• Perceived need to make savings/threat of cuts
in all areas versus potential opportunities
31. "Can we afford to keep doing what we were
doing? Some financial and strategic decisions
have been taken driven by the need for an
emergency response. We need to review and
reconsider new approaches to ensure that we
do not adopt or continue a way of working that
is not evidence based." A Supporting People
team
"Businesses and individuals that have been negatively affected financially
by Covid. They are liable for the debt and Camden needs the funds to
support the Camden Plan. Recovery from estates where the person has
died due to Covid. Deceased accounts are challenging at any time, but this
will be particularly sensitive. Starting to bill again when people are just
returning to work after the effect of Covid (such as Street Trading) when
they are just re-building their income which may take time." A Corporate
Services team
"Will MTFS savings be required of
the service still?" A Supporting
People team
"The next 18 months will see little commercial
business which in turn will potentially cause a
negative feeling within the team who rely on traded
income and income maximisation for service
delivery. Lack of income will cause a strain on the
service and potentially a strain on individual team
members who understand the importance of income
and reaching targets. Long term this may be
demoralising as indeed it can lead to job security
and restructure." A Supporting Communities team
"Opportunity to consider whether some of the
innovations in service delivery during COVID that we
carry into the future, enable more cost-effective
service delivery models e.g. lower service
overheads/estate costs, different skills mix
etc" Public Health: