PROGRAMME
08:30
Registration and Coffee in the Networking Surgery
09:25
Chair's Opening Address
Debbie Simpson (confirmed)
Acting CEO, Institute for Continuous Improvement in the Public Sector (ICiPS)
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Debbie Simpson (confirmed)
Acting CEO, Institute for Continuous Improvement in the Public Sector (ICiPS)
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09:30
Keynote Address
Lord Bichard (confirmed)
Founder Director, Institute for Government and Chair, Social Care Institute for Excellence
“Embedding the culture of continuous improvement as 'business as usual'”
Why it is imperative that CI be established as a default in business management to ensure that best value outcomes are achieved and services are efficiently delivered.
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Lord Bichard (confirmed)
Founder Director, Institute for Government and Chair, Social Care Institute for Excellence
“Embedding the culture of continuous improvement as 'business as usual'”
Why it is imperative that CI be established as a default in business management to ensure that best value outcomes are achieved and services are efficiently delivered.
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09:45
Greg Hobbs (confirmed)
Head of Continuous Improvement Across Government, Cabinet Office
“Integration: the power of continuous improvement throughout government”
The most effectual, sustainable, power of continuous improvement comes through the realisation of a joined up system. Integration provides the single greatest opportunity for a shift in culture towards 'better every day'.
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Head of Continuous Improvement Across Government, Cabinet Office
“Integration: the power of continuous improvement throughout government”
The most effectual, sustainable, power of continuous improvement comes through the realisation of a joined up system. Integration provides the single greatest opportunity for a shift in culture towards 'better every day'.
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10:00
Rhian Hamer (confirmed)
Head of Business Change, Shared Services Programme, Ministry of Justice
“Instigating, developing and supporting continuous improvement”
The role and work of ICiPS and how it can support successful CI programmes across the public sector.
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Head of Business Change, Shared Services Programme, Ministry of Justice
“Instigating, developing and supporting continuous improvement”
The role and work of ICiPS and how it can support successful CI programmes across the public sector.
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10:15
Main Sponsor
Graham Hasting-Evans (confirmed)
Managing Director, NOCN
“Continuously improving skills”
If public services are to continuously improve their delivery standards and efficiency then they can only achieve this by improving and developing the skills of the people that work in public services. The presentation will open up the discussion on how to do this.
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Graham Hasting-Evans (confirmed)
Managing Director, NOCN
“Continuously improving skills”
If public services are to continuously improve their delivery standards and efficiency then they can only achieve this by improving and developing the skills of the people that work in public services. The presentation will open up the discussion on how to do this.
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10:30-10:40
10:45
Breakout Session
A selection of three sessions covering different stages of the continuous improvement journey. Choose from Starting the CI journey, Re-energising your CI programme, or Life after quick wins: embedding the culture and walking away.
A selection of three sessions covering different stages of the continuous improvement journey. Choose from Starting the CI journey, Re-energising your CI programme, or Life after quick wins: embedding the culture and walking away.
11:30
Coffee in the Networking Surgery
12:15
Masterclass Session 1
Two sessions of Masterclasses will run during the day. You have the opportunity to pick a stream from the following topics: The people side of change, Business intelligence for meaningful improvements, and Innovative tools and techniques.
Two sessions of Masterclasses will run during the day. You have the opportunity to pick a stream from the following topics: The people side of change, Business intelligence for meaningful improvements, and Innovative tools and techniques.
13:00
Lunch in the Networking Surgery
14:00
Masterclass Session 2
14:45
Coffee in the Networking Surgery
15:15
Chair's Afternoon Address
15:20
Professor Elena P Antonacopoulou (confirmed)
Professor of Organisational Behaviour, University of Liverpool Management School
“The risks of not practising - rethinking 'leadership'”
This presentation will engage the audience in an interactive conversation about the role of leaders and leadership in fostering continuous improvement. Examples will be presented from ongoing research that examines the personal and collective impact of leadership in fostering renewal, innovation and growth through practising. The analysis will place at the core of rethinking leadership (redefined as leadership - Antonacopoulou, 2012), the role of practising as a key capability. Failure to engage in a practising mode had been found to lead to major failures due to the risks of repeating mistakes. Examples of such failures are evident in the implementation of public policies that will be outlined as illustrative examples. Key lessons will be distilled about the ways in which leadership itself needs to be engaged within a practising mode.
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Professor of Organisational Behaviour, University of Liverpool Management School
“The risks of not practising - rethinking 'leadership'”
This presentation will engage the audience in an interactive conversation about the role of leaders and leadership in fostering continuous improvement. Examples will be presented from ongoing research that examines the personal and collective impact of leadership in fostering renewal, innovation and growth through practising. The analysis will place at the core of rethinking leadership (redefined as leadership - Antonacopoulou, 2012), the role of practising as a key capability. Failure to engage in a practising mode had been found to lead to major failures due to the risks of repeating mistakes. Examples of such failures are evident in the implementation of public policies that will be outlined as illustrative examples. Key lessons will be distilled about the ways in which leadership itself needs to be engaged within a practising mode.
View Video
15:35
Case Study
Joy Furnival (confirmed)
Head of Service Improvement, NHS Blood and Transplant
“Case studies of continuous quality improvement in the NHS”
Joy will introduce two case studies of improvement work in the NHS including the stroke pathway redesign in Bolton that has significantly improved patient outcomes and productivity improvement activity in NHS Blood and Transplant that has transformed blood supply across England and North Wales. She will reflect on the similarities and learning from these two significant case studies both using lean principles to solve very different problems in different contexts.
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Joy Furnival (confirmed)
Head of Service Improvement, NHS Blood and Transplant
“Case studies of continuous quality improvement in the NHS”
Joy will introduce two case studies of improvement work in the NHS including the stroke pathway redesign in Bolton that has significantly improved patient outcomes and productivity improvement activity in NHS Blood and Transplant that has transformed blood supply across England and North Wales. She will reflect on the similarities and learning from these two significant case studies both using lean principles to solve very different problems in different contexts.
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15:50
Case Study
Derek Drysdale (confirmed)
Divisional Director, Lean Improvement, Highways Agency
“Introducing lean into the Highways Agency's supply chain”
The Highways Agency's lean deployment strategy was introduced in 2009 with the establishment of an in-house lean division. This talk describes the way in which the Highways Agency has engaged with its supply chain, helping to build capability so that suppliers can undertake lean projects and champion them within their own organisations. This is followed by a discussion of the methods used to assess the supply chain's progress in lean, measure benefits and transfer knowledge gained from individual lean projects so that those benefits can be multiplied across the highways sector. Four projects are then discussed, both within the supply chain and within the agency, which show a range of lean methods being used to support delivery of major projects and maintenance works.
View Video
Derek Drysdale (confirmed)
Divisional Director, Lean Improvement, Highways Agency
“Introducing lean into the Highways Agency's supply chain”
The Highways Agency's lean deployment strategy was introduced in 2009 with the establishment of an in-house lean division. This talk describes the way in which the Highways Agency has engaged with its supply chain, helping to build capability so that suppliers can undertake lean projects and champion them within their own organisations. This is followed by a discussion of the methods used to assess the supply chain's progress in lean, measure benefits and transfer knowledge gained from individual lean projects so that those benefits can be multiplied across the highways sector. Four projects are then discussed, both within the supply chain and within the agency, which show a range of lean methods being used to support delivery of major projects and maintenance works.
View Video
16:05
Case Study
Richie Maddock (confirmed)
Senior Organisational Development Officer, Lincolnshire County Council
“'This is the way we do things around here' - it's the key determinant to your success yet rarely understood and managed”
Lincolnshire County Council, like all public sector organisations, is having to change in order to function in the new world of public service. A key building block for its successful future is its culture. No amount of policy or process changes will achieve success on their own. It's the culture that will determine the outcome and ultimately its people will make it happen. Richie's presentation will describe how a fully integrated transformation initiative has been built around the councils core values and in understanding the key cultural attributes to make a large authority fit for the future.
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Richie Maddock (confirmed)
Senior Organisational Development Officer, Lincolnshire County Council
“'This is the way we do things around here' - it's the key determinant to your success yet rarely understood and managed”
Lincolnshire County Council, like all public sector organisations, is having to change in order to function in the new world of public service. A key building block for its successful future is its culture. No amount of policy or process changes will achieve success on their own. It's the culture that will determine the outcome and ultimately its people will make it happen. Richie's presentation will describe how a fully integrated transformation initiative has been built around the councils core values and in understanding the key cultural attributes to make a large authority fit for the future.
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16:20
Case Study
Ian Mills (confirmed)
CEO, Transform People International Ltd
“It's all in the mind-set: reframing identity and beliefs in a global bank”
Before "the Crisis" they felt invincible. And then their world was turned upside down. How do you restore self-esteem and a culture of 'can-do' and continuous improvement? This presentation describes how establishing new belief systems enabled individuals to reassess their personal and collective contribution to the organisation and to make choices about new behaviours that delivered tangible business results.
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Ian Mills (confirmed)
CEO, Transform People International Ltd
“It's all in the mind-set: reframing identity and beliefs in a global bank”
Before "the Crisis" they felt invincible. And then their world was turned upside down. How do you restore self-esteem and a culture of 'can-do' and continuous improvement? This presentation describes how establishing new belief systems enabled individuals to reassess their personal and collective contribution to the organisation and to make choices about new behaviours that delivered tangible business results.
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16:35
Case Study
Claire Eldred (confirmed)
Innovation Project Manager, SCY
“Disruptive and sustained innovation”
In today's ever changing marketplace, efficiency is constantly being sought within the public sector and innovation is often stated as the key to achieving it. But do you know what disruptive and sustained innovation are? This presentation looks at these two types of innovation, the pitfalls, the gains and how to embrace them for maximum benefit to you and your organisation.
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Claire Eldred (confirmed)
Innovation Project Manager, SCY
“Disruptive and sustained innovation”
In today's ever changing marketplace, efficiency is constantly being sought within the public sector and innovation is often stated as the key to achieving it. But do you know what disruptive and sustained innovation are? This presentation looks at these two types of innovation, the pitfalls, the gains and how to embrace them for maximum benefit to you and your organisation.
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16:50
17:00
Chair's Closing Remarks and Event Close
