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

1. Driving organisational learning
Mike Cooke, Chief Executive, Camden
Council
Learning Live, 3 October 2012

2. Today
Aim to:
• Reflect on the challenges for learning and
development professionals in making a
difference

5. Camden
11 square miles of London……..
• Camden Council: 7,000 FTE,
£1billion expenditure, £90m cuts
• 27% of Camden residents from
BME groups, 126 languages &
dialects spoken in schools
• 2nd highest number of businesses
in London & 5th highest in UK.
• The largest student population in
London (11%) with more HE
institutions than any other
London borough

6. Providing democratic and strategic
leadership fit for changing times
Developing new solutions with
partners to reduce inequality
Creating conditions for and
harnessing the benefits of economic
growth
Investing in our communities to
ensure sustainable neighbourhoods
Delivering value for money services
by getting it ‘right first time’

10. Camden’s new values
We are Camden when we:
• Always remember we are here for the people of Camden
• Work as one team
• Take pride in getting it right
• Find better ways
• Take a lead

11. Performance
management
Recruitment
& induction
Values Pay & Reward
Leadership
Career
Learning &
development
Development

12. Invisible Visible
Individual Values Behaviours
Collective Culture Structures

13. SUMMARY
• Individual learning and development is important
• The organisation‟s learning and development is „mission
critical‟
• There is growing awareness and examples of success – it
can be done
• “Crawl, walk, run” or “every step helps you arrive at your
destination”.

14. A Camden Case study:
Housing repairs (Right First Time Review)

15. What was the problem we were trying to fix?
• Average End to End time to complete repairs from 49 days to 250
days
• Only 42% of Repairs completed on the first visit
• Multiple orders raised for the same or similar repair and poor data
• Only 53% ‘value demand‟ calls. Whilst 47% of calls were „failure
demand‟
• Approx. 117 Officer hours per week being wasted
• Hard-working and skilled staff, but tied up dealing with:
– Complaints
– Insurance claims
– Taking progress chasing calls for repeat visits

16. What is Right First Time?
Front line staff redesigning the processes used to manage
repairs, to:
 Do things „Right First Time‟
 Focus on residents needs
 Remove waste and inefficiencies
 Focus on delivering residents a quality and value for money
service
 End-to-end responsibility within one team, working together.
From when the resident calls until the repair is completed

17. Progress so far…
 Improving resident satisfaction
 Average 87% 4 or 5 out of 5 and continuously looking to improve.
District focused teams
 Teams focusing on working together a single geographical area to build local knowledge
Reduce repair volumes
 Resolving repairs on the first visit where possible - reduction of approx. 100 calls per week
 One job at a time – doing things „cheaper and better‟
 Taking the time needed to focus on the quality of repair and customer service
 Average end to end time improved from 30 pre-pilot to approx. 11 days
 Savings estimated at £1.2 – £1.5m (est. from pilot findings so far)
 Flexibility for residents
 Appointment times to better suit residents has reduced our no access rates to approx. 2%
 Decision making at the front-line
 Trades teams making decisions to get the job done „Right First Time‟ for our residents
 New ways of working stop teams from „passing the buck‟
 Improving our average number of visits to 1.17 per repair