I facilitated a learning circle dialogue in Gladstone with key players in the authorising environment to respond to the issue. The objective of the dialogue was to commit to a course of action with specified outcomes, responsibilities and timeframes. The result of the dialogue-based learning circle was a commitment to a course of action by a range of groups with multiple public value dimensions. We convened the learning circle in the place where the event occurred in order to empower local groups with a perceived stake in the decision-making affecting their community. While we used the learning circle in this particular instance, I have developed a range of techniques to support the Three Frames in delivering innovative public value.
These include:
Achievement Planning—a system for creating individual staff achievement plans to link staff outcomes, results and behaviours to priorities and directions that maximise public value (DPI&F is also introducing the Leadership Impact tool by Human Synergistics to measure leadership impact of our Executive and senior leaders);
Dialogues for Action Forums—engagement and dialogue with external stakeholders;
Three Frame Audits—engagement and dialogue with internal stakeholders;
Strategic Conversations—face-to-face dialogues between the Director-General and groups of staff to discuss a current business issue;
Management Learnings—a dialogue to reflect, learn and improve from an activity or event; and
Director-General Chat-line—an on-line communication system for staff to engage with the DG by posting direct messages/questions and answers to business issues and issues of public value.
There have been over 60 Three Frame-based engagement sessions used in DPI&F to interact in a meaningful way with our internal and external stakeholders. This is also being recognised internationally with DPI&F currently being short listed as a semi-finalist in the Commonwealth Awards for Public Administration and Management for its citizen engagement work.