Driving organisational learning

Mike Cooke, Chief Executive, Camden Council

Learning Live, 3 October 2012

TodayAim to:

• Reflect on the challenges for learning and development professionals in making a difference

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

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’

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

Camden’s new values

Values

Performance management

Pay & Reward

Career development

Learning & Development

Leadership

Recruitment & induction

Individual

Collective

Invisible Visible

Values Behaviours

Culture Structures

• 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”.

SUMMARY

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

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:

ComplaintsInsurance claimsTaking progress chasing calls for repeat visits

What was the problem we were trying to fix?

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

What is Right First Time?

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

Progress so far…