1.
Strategy & Change

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.
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.
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.
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.
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.
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.
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.
…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.
…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.
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.
…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.
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.
• 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.
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.
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