2. High Impact Leadership Framework

3. Mental Models for Leadership
Volume
Value
1 Individuals and families are partners in their care
2 Compete on value, with continuous reduction in operating cost
3 Reorganize services to align with new payment systems
4 Everyone is an improver.

4. High Impact Leadership Behaviours
FINAL PICTURE: Boundarilessness:
No fences/boundaries in the field
No grain silos
Blue sky thinking
Horizon-scanning
You can see where you’re trying to get to

5. Create Vision and Build Will
Engage Across
Boundaries
Shape Culture
Create Vision and Build Will
Deliver Results
Develop Capability
Driven by People and Community

7. What are you proud of?

8. What are you proud of?
2006

14. Mary Pitcaithly CEO Falkirk
‘For years after we built our new school estate I drove past them and was very very proud’
We said education was important to us in Falkirk but we had to demonstrate that we took children’s learning very seriously

15. ‘Truly the most important work being done in the world…… …….I mean it’
Charlie Homer

16. ‘How do you live the behaviour’
Ros Gray

17. Mood

18. Why I like PDSA and this model of Improvement Science
Simple
Logical - Driver Diagrams show a logical flow
Transparent - Driver Diagrams show individual elements of change ideas
The more you use it the easier it gets (wider use)
Accountable – set targets
Data - see what has made the difference
- Sasha (Aberdeen) – ‘run charts made my life easier’

19. Co-ordinating Leadership - What I’m finding
From Improvement Advisers – Key Changes and Pioneer Sites
Great tests of change

20. What I’m finding across Partnerships
Leadership
Not all senior leaders understand the methodology
EYC is in the mix with a broad range of reforms and change
Reform
Reform
Reform
Reform

21. What I’m finding across Partnerships
Leadership
Not all senior leaders understand the methodology
EYC is in the mix with a broad range of reforms and change
Capacity – PMs / DMs
Fit (part GIRFEC)
Data anxiety
Capture
Presentation
What to do with it
Reform
Reform
Reform
Reform

22. Data? (Sasha ‘process vs people’)
Changes
Something is different from Before to After
Do Leaders need to be convinced?
Data? (Sasha ‘process vs people’)
Stories? - (Graham ‘incredibly exciting’)
Evidence? - (Graham ‘priceless this work’)

23. Changes – Before and after

24. Changes – Before and after

25. Joyce White Chief Executive West Dunbartonshire Council

26. What it means to me
Making improvement methodology meaningful Inspiration from Scottish Borders Choir How do we make it fun locally? Lead the change
Wanted to find a way to help people learn about PSDA and improvement without it being focused on the ‘day job’
The fun element from Scottish Borders struck a chord – but the team really didn’t want to sing!!
We wanted to meet regularly and talk about improvements and tests of change

27. Fit for 14…Fit for the Future
My personal commitment My stretch aim My Drivers Scaling it up
Joint challenge with colleagues in Police Scotland
My stretch aim was to lose weight between NY and Easter
My primary drivers were around taking more exercise, eating well and ensuring a work / life balance
My early PDSAs focused on eating healthily (even on busy days and at events) and taking more exercise
Although it was a personal challenge for me the leadership team for EYC in West Dunbartonshire embraced the challenge too
It links to our work on healthy working lives and has been a great launchpad for our pedometer challenge over June / July
The pedometer challenge focuses on co-workers logging steps weekly over a 6 week period while ‘virtually’ walking the baton relay in Scotland ahead of the commonwealth games starting.

28. Data drives Improvement
Swimming
daily
Run chart started in the first week back at work after the New Year holiday and runs til May
Shows my weight loss in lbs each week – although sometimes it’s a gain!
You can clearly see where my tests of change have taken place or where I’ve gone off track
I started with enthusiasm in January then pace levelled out
The next big peak took place when I started swimming before work each working
My bad weeks fell when I had events or meetings in the evening – making it harder to eat well or get some exercise once I got home
I've found PDSA and run charts to be helpful for inspiring improvements
Seeing the chart also keeps me focused
Sharing this at our monthly Fit for 14 meeting keeps me motivated

29. EYC in West Dunbartonshire
Embedding the approach Finding our local leaders/influencers Strategic context
The EYC sits as part of our Children and Families Delivery & Improvement Group
This group is multi agency and chaired by our executive director of Education
The group is our key delivery mechanism of outcomes related to children and families from the SOA
The EYC fits well with our Integrated Children's Service Plan and the GIRFEC approach
Worked with key local leaders to develop our thinking and to design our tests of change
We identified those frontline officers who could deliver innovation – across services such as midwifery, smoking cessation and early years centres

30. Our approach
Executive Group oversight Leadership walk rounds Highlight reports
The EYC is managed on a day to day basis by the local executive group
The exec group consists of senior staff from CPP, Education and CHCP along with the EYC programme manager
This group meets fortnightly and reviews progress across all the tests of change
Senior officers on the group are also responsible for the delivery of the key frontline services
The exec group carry out leadership walk rounds – visiting all the sites and teams carrying out tests of change
Highlight reports are prepared fortnightly
These reports are shared across all those with an interest in the EYC locally
Shows progress on tests of change
Run charts embedded in these highlight reports
Also looking to involve the local Third Sector Interface Chief Officer to ensure a link to community and voluntary organisations and activity

31. Top Tips
Be visible Encourage participation Encourage innovation & curiosity Purpose
Leading from the front is critical
Putting my face on ‘fit for 14’ has encouraged others to embrace it
By involving frontline staff in designing the tests of change has encouraged a different way of thinking in these services
Need to make sure the long term outcomes for children and their families are at the centre of all that we do

33. Changes – Before and after
Responsive - do something
Relentless - not just today
Receptive - to data and evidence of change
Reduce duplication
Reduce number of processes
Improve outcomes (Stories)
Improve ‘value’ for money / reduce the cost
How do we become more receptive?

34. Leading the Early Years Collaborative: Leadership behaviours
Aim Primary Drivers Secondary Drivers Key Actions
Show teams I am championing EYC by
When I go back to my partnership after this learning session I am going to……
Person Centred-ness
Keep the child at the centre of leadership decisions across a broad range of policies
Shape culture by
By 2016, Leaders in the Early Years Collaborative demonstrate the High Impact Behaviours for the delivery of amazing outcomes for children in Scotland
Front Line engagement
be a regular authentic presence and be a visible champion of EYC
Develop capability and competence by
Relentless Focus
keep the national and local EYC vision at the heart of policy decisions
Make results transparent by
Transparency
about results, progress, scrutiny, failure and future options
Engage across organisational boundaries by
Boundariless-ness
encourage practice systems thinking across boundaries
Other