With continuing financial constraints, local authorities are under pressure to generate new funding, streamline services, meet the challenges of demographic change, and digitise service delivery. Throughout a transformation programme, customer expectations must be managed while meeting statutory responsibilities and adapting to new agendas.
Campbell Tickell has worked with local authorities, arm’s length management bodies, council-owned companies and joint ventures across the UK on projects such as establishing development companies, feasibility studies, process re-engineering, and Housing Revenue Account business planning. Now is the time for innovative, creative and flexible approaches – which our local government breadth and expertise means we are well positioned to provide.
What our clients say:
One Housing was going through a period of change and transformation. At the start of the process we wanted to gain some good intelligence about our people – their values and their views of us. We worked with Campbell Tickell to carry out a CultureScan.
The work gave us vital insights into how the organisation really works – as opposed to how we thought it did. It highlighted real strengths for us to work with; for example that many staff valued and recognised our commitment to diversity and this was a key part of their work experience. But we also found challenges – our commitment to empowering front-line managers, for example, was not a reality to many, who felt decision making was slow. The scan gave us a better sense of our overall culture, and also identified the pockets where local cultures were different. Perhaps most importantly, it gave us a strong sense of what we need to do to create the vibrant, focused, fun culture that we aim for.
Extremely accessible team who provide a high support high challenge approach to their work. Extremely knowledgeable about their field of work inspiring confidence with their recommendations
St Mungo’s had been through significant changes from 2015-2017: processes, people, policies, trustees. We’d even changed our branding – twice! But when asked the question ‘How has your culture changed?’ – we were unable to provide an answer. Campbell Tickell worked with us on a short time frame on a bespoke package, including questionnaires, focus groups and structured interviews. They involved managers, front line staff, commissioners and other key stakeholders to identify in a clear but meaningful way how much our culture had changed (24% on average). Most importantly CT left us with a tool to measure that change going forward, which we will use every two years. This work not only meant we could demonstrate the positive effects of our changes externally, including to regulators, but also brought together people internally as they realised how much the positive effects of their hard work had impacted on the St Mungo’s culture.
I would like to thank Campbell Tickell for their help and support during the recruitment of a new Chief Executive. From the initial reply, to our tender invitation, it was clear that CT’s attention to detail; searching out our needs and the support to the senior members of the board to refine their thinking; made all the difference to the final outcome. The innovative approach employed to involve the full board has been commented on and the final agreement by them made the selection of the best candidate a relatively simple matter. The list of potential applicants was wide and varied and gave us the opportunity to test the market and line up a new CEO to fit our needs in the next stage of our development. It was gratifying to note that the panels of Trustees and CT’s own interviews brought out the same results. This gave the board a measure of confidence added to their own thoughts in the final analysis. The whole process was designed to involve as many of the board as wished to take part, with the final selection of the last 3 being attended by the full board. This gave the necessary buy-in by the board and was handled in an innovative way with presentations from the candidates. I would have no problem in recommending Campbell Tickell for recruitment or other work in our space, you seem to have a great and detailed understanding of the needs of our sector.
We secured development funding through the Life Chances Fund to develop three Social Impact Bonds. We commissioned Campbell Tickell to help conduct research and support the development of a business case for full applications to the Life Chances Fund. I found CT to be professional, knowledgeable and accommodating. Their support and work has resulted in us making two full applications to the Life Chances Fund. I would recommend CT. Liz and Shaun were brilliant.
We commissioned Campbell Tickell to advise and support the development of our current ambitious and forward-looking Housing Strategy, ‘Building Together for a Strong Future’. We found that the team had a range of expertise and skills sets which were used to good effect over the course of the project. Our experience of Campbell Tickell was that they worked well in conjunction with council officers as part of a rounded and interactive project team. With support and advice from Campbell Tickell we now have an adopted Housing Strategy that reflects the council’s ambitions for the future.
In preparation for the introduction of the Homelessness Reduction Act and our Early Adopter Homelessness Prevention Trailblazer pilot (funded by the CLG), we commissioned Campbell Tickell to undertake a review of our homeless hostels for single people and temporary accommodation for homeless families, with a view to make best use of limited resources. Liz Zacharias and Karen Patten conducted the review sensitively and professionally and gave us well thought-out options for improving the pathway for homeless people in Southwark. They listened to us and understood the range of stakeholder requirements. They delivered a first class report and platform for going forward.
I want to thank you and your team for the excellent work undertaken over the past year on Housing Management market testing. This has been a complex and challenging project, at the boundaries of innovative approaches to modern housing management, and I am immensely grateful to you all for the successful result now being obtained from ODPM in time for the contracts to go live on the due date, 1 April.
Campbell Tickell provided a helpful and professional service. Both Niku Mawby and Alan Crowder were an excellent resource of knowledge and expertise in caretaking services. The report they produced was honest and useful in the process of trying to introduce new and more effective ways of working and indeed went beyond our brief by suggesting further improvements . I wouldn’t hesitate to recommend them to any other organisation.
Campbell Tickell has been working with Homes for Haringey over the last three years to support the development of good governance in the organisation. They have helped us transform our governance arrangements. Notable developments include the highest turnout in a Board election in the country, improved team working and decision making. CT has built excellent relationships across the board and I would fully recommend them.
I just wanted to drop you a note to say what a terrific job Gera [Patel] did for us in our recent recruitment exercise. She was supportive and understanding throughout the whole process, helped me hone our requirements, showed great insight into all the candidates and was always willing to go that extra mile for us.
A thoroughly professional job. I would have no hesitation in using Campbell Tickell again and recommending them to others
We engaged Campbell Tickell to help us prepare for our Audit Commission inspection. Their mystery shopping and staff focus groups highlighted where we had made progress, but more importantly it helped us to see the work we needed to focus on in the 9 months leading up to the inspection. A special thanks to Niku, Zaidee and Annie for their help.