If you are a system leader, then the executive summary is addressed to you and should give you a sense of the overall approach. If you decide to undertake a delivery effort, Chapter 1 will help you to develop the right foundation. In particular, read Module 1C, Build the Delivery Unit, for tips on what to look for as you appoint a delivery leader and find other staff for the effort. You might also read Module 3A, Determine your reform strategy, as it gets to the heart of your direction-setting role as a system leader. Beyond this, your delivery leader will help you to engage with the delivery effort where necessary.
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Ambitious Delivery Asides and quotations, including references to Instruction to Deliver Direction and motivation Where direction was clarified as in Education under Blunkett or the Treasury under Gordon Brown the civil servants were highly motivated.
Where [it] was lacking as in Social Security motivation was, of course, less evident. Instruction to Deliver, p. He vowed to curb the citys crime problem, promising that they would fight for every street, every block, and every neighborhood and win. One of Brattons early moves was to set a trajectory for this reduction in crime.
Sometimes, as was the case for him, all you need for a trajectory is some viable experience your benchmark and an overview of the tools available to you your interventions : How to read this field guide While the field guide draws case examples from many sources around the world, a few feature most prominently: The PMDU itself for more, see Instruction to Deliver 1 Early USEDI work with state K SEAs and higher education systems note that in many cases, these examples have been disguised in order to protect sensitive information The Los Angeles Mayors Performance Management Unit PMU , set up as one of the first delivery units in the U.
If you are a system leader, then the executive summary is addressed to you and should give you a sense of the overall approach. If you decide to undertake a delivery effort, Chapter 1 will help you to develop the right foundation. In particular, read Module 1C, Build the Delivery Unit, for tips on what to look for as you appoint a delivery leader and find other staff for the effort.
You might also read Module 3A, Determine your reform strategy, as it gets to the heart of your direction-setting role as a system leader. Beyond this, your delivery leader will help you to engage with the delivery effort where necessary.
If you are a delivery leader, then the fifteen detailed modules of the field guide are addressed to you: they are a comprehensive manual that can serve as the how-to guide for the delivery effort that you lead. While you will benefit from a complete reading of the guide, its real value for you will be as a reference manual to guide you through whatever stage of delivery you happen to be in. To get your bearings, Module 1B, Review the current state of delivery, will help you understand what parts of the field guide are most relevant for your system and sequence the activities in your delivery effort accordingly.
For example, some system leaders will already have defined an aspiration Module 1A and a strategy to go with it Module 3A prior to the start of a delivery effort.
Where you already have and aspiration and a strategy, your role will be to understand what is in place, push to improve it if necessary, and then build upon it through the activities in other modules. Other system leaders will be starting from scratch, in which case your role will be to work with them to undertake each component in a way that makes sense for your system. While this field guide has a definite point of view about the ideal practices a system should undertake in its delivery effort, it is not finally dogmatic about these practices.
Every system faces a unique set of circumstances and challenges, and what worked in the U. As you will see, the case studies and examples in the field guide demonstrate that it is possible to deviate from ideal practice while still upholding the principles espoused in each module.
Over time, your experiences will serve to update this field guide and to add to the library of case studies that inform its approach. If you have any questions or comments, or simply need clarification on any of the concepts in this field guide, please contact the USEDI staff.
London: Methuen Publishing, It will be cited in this field guide simply as Instruction to Deliver. Cambridge: Harvard Education Press, It will be cited in this field guide simply as Leading for Equity. What does adopting an end-to-end deliverology approach in your system entail?
Develop a foundation for delivery. Every strong delivery effort has a few prerequisites that must be put in place before you begin: a clear idea of what the system should deliver, an understanding of where and how delivery must improve, a talented team to run the delivery effort on your behalf, and sufficient alignment at the top to get things done.
As system leader, you will kick off the delivery effort by putting these in place. Define your aspiration. If there were no constraints or if there were a national emergency, what would you do?
Tony Blair, quoted in Instruction to Deliver, You will begin by developing your systems vision of what you care most about, what you want to do about it, and how you will measure success. If your system has existing aspirations, you will identify, clarify, and redefine them if necessary. If not, you will lead your system to define its aspirations for the first time. Review the current state of delivery. At the most basic level, there was no Delivery Unit to inherit, so the people would have to be found, the methodologies invented, the processes designed and the relationships established Instruction to Deliver, Each module in this field guide describes various delivery activities that will help you to achieve your aspiration.
In order to build on the activities that are already in place and to shore up areas where you are weak you will map out the landscape of your system and conduct a delivery capacity review possibly with the assistance of USEDI staff to evaluate the existence and quality of its delivery activities. Build the Delivery Unit. Who is the person.
Instruction to Deliver, Armed with the information from your delivery capacity review, you will appoint your delivery leader if you have not already done so and work with him or her to design, organize, and build a high-performing Delivery Unit to oversee your delivery effort.
This unit will be the primary source of a new delivery culture that is characterized by five words: ambition, focus, clarity, urgency, and irreversibility see Module 1C. Establish a guiding coalition. One or two people, even in powerful positions, will always struggle to achieve dramatic change, but seven people in key positions who agree profoundly about what they want to do and how they want to do it, can change the world Instruction to Deliver, As the final part of your foundation for delivery, you will identify the right people and work informally to align each of them with the aims of your delivery effort.
This group will be your guiding coalition. Understand the delivery challenge. Knowing the nature of the problem you face will be crucial to success. With your foundation in place, your Delivery Unit will begin its work with a diagnosis of both the size and nature of the barriers that your system faces to delivery of your aspiration.
Evaluate past and present performance. Gathering data, it turns out, is not only powerful; its fascinating too Instruction to Deliver, To understand where you are going, you need to understand where you have been and where you are now. Your Delivery Unit will begin its diagnosis by identifying the data most indicative of performance especially your target metrics, which measure achievement of 11 Deliverology your aspiration and analyzing that data for patterns of strong and weak performance.
This analysis will rely on benchmarks of your system against history, against its own top performers, and against other systems, both domestically and around the world.
Understand drivers of performance and relevant system activities. Good data, while essential, is only a start you then have to use it! After its initial analysis, your Delivery Unit will focus on patterns of weak performance, digging deeper to identify 1 the underlying drivers of weak performance, and 2 existing system activities, if any, that are intended to address these challenges. Your Delivery Unit will evaluate the efficacy of each activity and use delivery chain analysis to identify potential improvements.
Plan for delivery. You have defined where you want to be, and you have learned where you are. The next logical question is, How are we going to get there?
With the facts about performance in hand, your Delivery Unit will support you to define your systems approach to addressing the delivery challenge, to set a concrete and measurable definition of success, and to produce plans that will help your system to get there. Determine your reform strategy. The solutions lie not in one simple remedy, but in the sustained implementation of a combination of actions Instruction to Deliver, Your Delivery Units analysis of the delivery challenge will help you to set the strategic direction for your system.
This strategy consists of a theory of change, which gives it internal coherence, and a series of interventions, selected according to this theory of change and benchmarked against practices around the world, that alter existing system activities or introduce new ones. These interventions are selected, combined, and sequenced to have the maximum possible impact on your target metric s. Set targets and trajectories. With a clear idea of system performance and a strategy to improve it, your Delivery Unit has the evidence that it needs to set targets for your target metric s that are: specific, measurable, ambitious, realistic, and time-limited SMART.
The ambition and realism of each target will be balanced by its underlying trajectory, a set of interim targets that are based on evidence from performance benchmarking and the projected efficacy of your reform strategy. Where necessary, your Delivery Unit will also support you in negotiating sub-targets with local units such as campuses and school districts.
Produce delivery plans. We wanted real, messy, practical plans, with folds and creases, scribbled notes in the margins and coffee stains. Once a strategy, targets, and trajectories have been agreed upon, your Delivery Unit will organize your system to deliver, identifying delivery plan owners who will be accountable and helping them write delivery plans clearly spelling out how each element of the strategy will be executed.
Drive delivery. Your systems strategy, targets, trajectories, and plans all represent commitments made by your system which, if honored, should generate real results. Your Delivery Units role will be to track progress against these commitments, to identify challenges and change course where required, and above all to push your system to keep its promises.
Establish routines to drive and monitor performance. Without the routine, events cannot be fully understood and, more importantly, results will never be delivered Instruction to Deliver, Once your system has started delivery, you will need to know as frequently as possible how well your system is doing at executing your strategy and what kinds of results are being achieved.
To this end, your Delivery Unit will establish a set of delivery routines allowing you and other leaders to review performance, discuss major issues, and make decisions to drive delivery forward. The schedule of routines, and the 12 Executive summary deadlines imposed by them, will create a consistent sense of urgency for the delivery plan owners in your system.
Solve problems early and rigorously. The Delivery Unit provided the Prime Minister with a means of responding systematically when there was a major delivery failure, rather than relying on.
In addition to regular routines, your Delivery Unit will also develop conditional routines to deal with arising problems. Your Delivery Unit will identify these problems early and develop a system of criteria for classifying them according to severity. It will work with your system to allocate resources and energy to these problems according to their classification, ranging from increased scrutiny to full-blown crisis management.
Sustain and continually build momentum. The wire is high and the roar of the crowd may be less positive than before, but this is no time to wobble Guardian editorial, quoted in Instruction to Deliver, When the first reports of positive results come in, your system may be tempted to declare victory and take the pressure off itself.
Your Delivery Unit will help you fight this temptation and persist through distractions and monotony, managing those who resist change, continuously challenging the status quo, and celebrating success only when there is truly something to celebrate about.
Create an irreversible delivery culture. The tools and tactics of delivery are necessary elements for success but they cannot ensure it will be achieved.
Change will be irreversible only when you have succeeded in changing your systems culture, widening the circle of your delivery efforts leadership to include senior leaders, middle managers, the front line, and even the public. Therefore, you and your Delivery Unit will underpin every activity in your effort, as described in chapters , with efforts to build the skills and mindsets, send the messages, and develop the relationships that are instrumental to creating a culture of delivery.
Build system capacity all the time.
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