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Strategy & Change

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Strategy & Change

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We help Camden better:

Deliver its priorities in a way that is inclusive, outcome-focused and participative
Anticipate & respond to new strategic challenges & opportunities
Work collaboratively to deliver and embed change around Camden 2025 outcomes

We do this through better:

Prioritising what role we are best placed to play in supporting & leading change
Brokering support across Corporate Services and beyond to deliver priorities
Using the levers the council and our partners have to deliver change
Harnessing our different skills, knowledge & experiences to deliver change
Mobilising our partners & communities to tackle Camden 2025 challenges

We help Camden better:

Deliver its priorities in a way that is inclusive, outcome-focused and participative
Anticipate & respond to new strategic challenges & opportunities
Work collaboratively to deliver and embed change around Camden 2025 outcomes

We do this through better:

Prioritising what role we are best placed to play in supporting & leading change
Brokering support across Corporate Services and beyond to deliver priorities
Using the levers the council and our partners have to deliver change
Harnessing our different skills, knowledge & experiences to deliver change
Mobilising our partners & communities to tackle Camden 2025 challenges

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Strategy & Change

  1. 1. Strategy & Change
  2. 2. 1. Support the development of strategies & programmes Help directors develop strategies & programmes Coordinate the research & analysis to inform commissioning Assure & review delivery of outcomes to DMT & CMT Example: Homelessness Strategy Camden 2025, Peer Review, Renewal Workstreams
  3. 3. 2. Help teams to work collaboratively to achieve outcomes Broker corporate resources needed for services to deliver change Help people think & work differently to tackle the issues ​Create ways for people to share & apply lessons learned across outcome areas Example: Food Poverty Overview of different ways we work, Rethink what we do
  4. 4. 3. Work with teams to deliver & embed the change Help teams develop new models to deliver the change​ Help mobilise ​staff, councillors and the public around the change Attract organisations to support in delivering the outcome Example: Camden 2025 Systemic v practical. Navigating change, Influencing innovation
  5. 5. Support for the emergency response Allocated dedicated strategy & change support for each Covid 19 workstream Support to help design & deliver new activities, such as frontline presence team, rough sleeping in accommodation, food poverty, VCS & volunteering brokerage, etc. Facilitating corporate services support into each work stream Council Response
  6. 6. Support for the recovery & renewal Facilitating activities to help services across organisation to learn lessons & plan transition Helping services transition to the new environment with partners & communities Supporting individual areas for the Renewal Commission Organisational Learning, Renewal Workstreams
  7. 7. What impact do we want to have on our service and on the organisation? We help Camden better: 1. Deliver its priorities in a way that is inclusive, outcome-focused and participative 2. Anticipate & respond to new strategic challenges & opportunities 3. Work collaboratively to deliver and embed change around Camden 2025 outcomes We do this through better: 1. Prioritising what role we are best placed to play in supporting & leading change 2. Brokering support across Corporate Services and beyond to deliver priorities 3. Using the levers the council and our partners have to deliver change 4. Harnessing our different skills, knowledge & experiences to deliver change 5. Mobilising our partners & communities to tackle Camden 2025 challenges
  8. 8. Prioritise what role we are best placed to play in supporting & leading change… Work with the organisation to : • Develop strategic thinking on new issues • Mobilise partners around key challenges • Increase the impact of high priority projects/change
  9. 9. …and create the space for thinking to prioritise impact To create the thinking space for helping the organisation anticipate & prioritise, while also mobilising for action that makes the best use of the levers we have, we focus on the: • Impact we’re seeking to have: Defining with directors what impact Camden should have on the issue • What we know about the issue: Analysing future trends, lessons learnt & drivers of performance • What levers we need to use: Prioritising what levers, resources & people we need to mobilise internally and externally • Actions needed to drive impact: Prioritising what projects we want to prioritise that increase impact Impact we’re seeking to have What we know about the issue & impact Actions needed to drive impact What levers we use to drive change
  10. 10. …while developing clear criteria for prioritising what we do • Prioritise our support by how important the work is and the person commissioning it is. • Clear on what support we provide based on the level of priority (i.e. dedicated, advice, training & tools) Work that leads the delivery of a Camden 2025 outcome and is commissioned by CMT or Cabinet (i.e. Employment Support Programme) Work that delivers an element of a Camden 2025 outcome and is commissioned by DMT or a Cabinet Member (i.e. Apprenticeships Review) Work that provides short term improvement to the service and is commissioned by a Director or below (i.e. Design & Implementation Review) Defining boundaries of our work, Closing down activities
  11. 11. Use the collective levers we have as a council and our partners have to deliver change • Camden has different levers it can use to help people improve their place and their lives. • Some of these are more interventionist (like regulations), while others are more influencing (like place-shaping). • Different activities that PP&C supports will be at different stages and so the tools we use need to be different, whether it’s convening a citizen’s assembly, lobbying for affordable housing or creating new structures to fund work. • By having portfolio groups work across PP&C, they identify the best levers to help a particular project achieve its outcome within a wider portfolio. Government as a System, Experimenting policy, Using scenarios, Scenarios, Scenarios Toolkit, Missions
  12. 12. …to better develop the capacity for the organisation to drive change • To encourage the organisation to work in a more strategic, collaborative & experimental way, we are developing the following. • This enables us to prioritise the type of support that adds the most value and helps transfer skills & learning onto the projects we support • We use different ways of bringing people outside of the service into these projects so they can share the learning back into their services or organisations. Communities of Practice • Bring together people around an issue to share what we’ve learnt & how to improve Sprints • Support that is short & intensive due to their importance & urgency Experiments • Wrap around support up to 3 months to accelerate a project & strategy Dedicated Support • Support for up to year to enable teams to work in new ways on an outcome Overview of different ways we work, London Policy & Strategy Network, Local Government Innovation Network
  13. 13. Tracking our work • Planner helps understand what everyone is working on to make connections between the work • Tracks progress on work and filtering by milestone, person responsible and outcome area. • Members of the team are responsible for updating their tasks, in terms of the milestones, when the work has been completed, as well as tasks within the checklist and adding links to relevant folders & documents.
  14. 14. • We will better value the different experiences, skills & insights our staff have and the different roles they play and flex on different projects and at different stages of a project. Co-ordinate, mobilise and deliver Uncover, sense make & synthesise Broker, connect & amplify Facilitate, mediate & challenge Resource, accelerate & scale Better harness our different skills, knowledge & experiences to deliver change… Starting a new job, Working online, Working collaboratively, Working through the pandemic
  15. 15. Development Planner • Planner helps understand what activities we are doing to develop the team, from skills to trumps, three horizons, exercise challenge to our quiz & socials • Tracks progress on work and filtering by milestone, person responsible and outcome area. • It also includes ideas that people have come up with (“Not Started”, but haven’t yet turned into projects people want to take on. People can assign themselves to tasks that are unallocated and develop the activity • Members of the team are responsible for updating their tasks, in terms of the milestones, when the work has been completed, as well as tasks within the checklist and adding links to relevant folders & documents. • We also have a Teams where we share information. Organisationally, our personal development approach is called My Performance. Internal training can be found at Learning & Development Hub.
  16. 16. What does success look like? 1. Strategies & programmes will be delivered in more inclusive, relational, innovative, & outcome-focused ways 2. The priorities which are most important to the organisation will benefit from more focused resource through improved prioritisation 3. The organisation will be better able to develop collective impact to cross- cutting issues through improved collaboration 4. Strategies & programmes will be better scoped, mobilised, tested & scaled through a better selection of levers we can use for change 5. The skills of the service will have deeper & broader impact across the organisation through working differently

Notes de l'éditeur

  • * Be inclusive, person-centred, innovative, strengths-based & challenge-focused
  • * Be inclusive, person-centred, innovative, strengths-based & challenge-focused

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