Example for the Public Sector

As mentioned we develop the programme under the five headings of:

  1. From Pre-Awareness to Awareness
  2. From Awareness to Knowledge
  3. From Knowledge to Implementation
  4. Implementation
  5. Maintenance

We have provided indicative costs in italics for items over and above membership of the DLN. We also provide a summary of costs and the projected time investment for the executives.

This plan is purely to give an impression of what might be involved. Obviously each organisation will develop their own unique plan.

 

From Pre-Awareness to Awareness – The holistic environment

  • Addressing the thinking that is required to respond to the modernisation challenge
  • Broad based public perception that modernisation will involve radical change by encouraging the writing of articles etc
  • The creation of a network of forward thinking groups. The focus being to create a learning society
  • The annual DLN Conference (£175 per delegate)
  • Attendance at "Shifting our Paradigms" workshops

Awareness to Knowledge - for CEO and senior executives

  • Membership of  NetatWork learning group and through the group address:
    • Influencing the Scottish Executive's understanding of "Modernisation"
    • Addressing the media issue
    • Developing joint up thinking
    • Learning from peers
  • Membership by the CEO of a group of Public Sector CEOs
  • Attendance at DLN evening courses by change managers – The New Economics course for example
  • Reference to video, audio tapes as well as bibliography.
  • Review of this web page and links, especially:
    • The Self Assessment Tool
    • The challenge – which leads onto:
      • Principles or theories which leads onto:
        • The Crux of the challenge
        • Comparing traditional with modern concepts
      • Methods
  • Two hour workshop with senior executives
 

Knowledge to Implementation

  • Appointment of an internal staff member who will have responsibility to co-ordinate project.
  • Making evident the benefits of creating a learning organisation, with DLN assistance if required. (DLN assistance as part of membership)
  • Initiating a research exercise from the DLN that considers the existing culture of the organisation. (cost £3000)
  • A two day training course “Opening Minds to New Possibilities” for senior staff (costs £2000 per course, 2 courses £4000)
  • Corporate Leaders with DLN, reviewing the findings of the research project.
  • Two day offsite workshops with senior executives, plus The Scottish Executive, Politicians, the media and other public sector partners, identifying the challenges ahead and envisioning the future. The outcome of the workshop to be a greater understanding of the modernisation challenge and a future strategy. (Cost £2000, If international facilitators are requested this cost will range from £4000 to £20,000
  • Meeting with senior executives, with DLN assistance, to firm up on the modernisation strategy.  (Cost included in membership fee)
  • Meeting with project co-ordinator and a DLN officer to plan out project. This meeting to determine the time and monetary investment that is to be committed to the project.
  • CEO and Senior Executives to review detailed plan of project co-ordinator and DLN officer. The plan to identify measurement criteria.

 

Implementation

  • Secure a deployment Flowmap software (Cost approx £2000)
  • Secure a control chart software (Cost £600)
  • Communication to all staff of the intent to create a learning organisation

The following assumes that the implementation plan is to progress by identifying three project areas at a time.

  • Half day work shop with staff involved in the learning projects. (Cost if DLN are involved £400 )
  • DLN officer listens to staff and records actual system in the project area in flow chart form. (Cost £1000 per project - 3 x £1000 = £3000)
  • The set up of improvement groups to study and improve the systems. These groups to meet on a monthly basis. They are likely to meet for 12 months.
  • Facilitation by DLN officer of improvement group. (Costs £250 per group meeting, 3x12 x£250 = £9000)
  • Training in the use of Deployment Flow maps and Control charts and analysis tools (Costs – formal training course £750 – though training is likely to occur in the course of improvement group meetings)
  • The design of a formal learning and enabling system with DLN assistance (Cost £750)
  • The determination of a system of measurement for the systems being studied (Costs incorporated in improvement group support)
  • The collection of data reflecting effectiveness of systems being studied (Costs incorporated in improvement group support)
  • Analysis of data using control charts (Costs incorporated in improvement group support)
  • Involvement of project manager and project leaders in the Systems and Data Learning groups of the DLN’s NetatWork group (Costs included in DLN membership fee)
  • On a quarterly basis the project to be reviewed by the CEO. This review to ensure that the time investment of the project plan is being made available and that the project is providing the benefits as planned.
  • At quarterly strategy meetings of CEO and Senior Executives review progress of projects, with DLN assistance, to identify and challenge the thinking of the organisation. (Costs £350 per meeting 3x£350 = £1400)
  • Bi-annual meeting with Scottish Executive to review principles and progress (£450 per meeting - 2x£450 = £900)
  • Continue the above process, project by project, until all areas of the company have been addressed. With each re-iteration less and less assistance from the DLN will be required.

 

 

 

Maintenance

Progressing the thinking of the organisation is a long term process. We recommend the following:

  • The quarterly strategy meetings where, with DLN assistance, the enterprise continues to challenge the underlying assumptions of the organisation.
  • The continued expansion of the improvement groups till they cover the whole operation of the company
  • The continued attention to the learning system
  • Auditing the new systems to avoid regression
  • Continued learning from training courses such as:
    • Improvement tools such as Cause & Effect diagrams, Time plots, Pareto analysis, Six Thinking Hats etc (1 day course £750)
    • Dialogue and the development of listening skills (1 day course £1000)
    • SPC and the analysis of data (1 day course £1000)
  • Continued membership of all the DLN learning groups. By this stage the company will be bringing their practical experiences to the membership and be in the mode of learning from teaching
  • Regular revisiting values, vision and underlying assumptions.

 

 

Summary Costs

1st Year costs:

  • Membership of DLN                                                    £4000
  • Annual Conference 12 delegates                                £2100
  • Research of existing culture                                       £3000
  • Opening minds course x2                                          £4000
  • 2 day off site w/s re aims, values and vision             £2000
  • Flowmap software                                                   £2000
  • Control Chart software                                            £600
  • Half day w/s for project members                            £400
  • Flowmapping systems for each project x3              £3000
  • Facilitation of groups x3 x12                                  £9000
  • Learning systems design                                          £750
  • Quarterly strategy meetings                                    £1400
  • Meeting with Scottish Executive                              £900

                                                   Total      £33,150

!st Year Time Investment

  • Project Manager                             120 days
  • Improvement Group                       12 days per member
  • Senior Executives                            6 days
  • CEO                                                16 days

 

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