Leadership at Every Level Professor Jason Leitch National Clinical Director Healthcare Quality & Strategy Scottish Government @jasonleitch
Strong evidence for an innovation is necessary but not sufficient to result in its adoption Mark Freeman, 2012, The International Journal of Management Education
Implementing at scale. can it be done? Will
PUSH PULL
You can t impose anything on anyone and expect them to be committed to it Edgar Schein Professor Emeritus MIT Sloan School
Leading for Compliance or Commitment? Threat of penalties/ sanctions/ shame creates momentum for delivery Commitment Compliance Adapted from: Helen Bevan Commitment to a common purpose creates energy for delivery
Leading for Compliance or Commitment? States minimum performance standard that everyone must achieve Commitment Compliance States a collective goal that everyone can aspire to Adapted from: Helen Bevan
People will go above and beyond... if they are part of the solution
+ EYC Leadership Presentation: Andrew Sutherland Executive Director of Learning & Leisure North Lanarkshire Community Planning Partnership @NLEYC
+ Purpose of Presentation Describe the leadership behaviours in North Lanarkshire which have shaped the success of the programme to date
+ Changing North Lanarkshire Vision statement: Children and young people are safe, nurtured, healthy, achieving, active, respected, responsible and included. By 2018 100% of children will grow, develop and reach their full potential within strong, confident and resourceful families and communities.
Great learning Confidence and resilience Health and well-being Family/baby nurturing
+ Who are the leaders? Community Planning Partnership Range of multi-agency linked sub groups with wide partner representation Senior political leadership Chief Executive and Executive Directors Senior staff from NHS/Police/Fire & Rescue and the third sector 16,000 staff.
+ Leading Improvements The Aim: By 2016, all leaders in the Early Years Collaborative demonstrate the skills & knowledge to lead for improvement and delivery of a successful collaborative Primary Driver Secondary Drivers Action Local EYC is embedded in partners planning Leaders access learning on core concepts; align incentives; and create a sense of urgency by setting EYC activity as a strategic priority. Leaders are supported to understand their role in leading for improvement (what they need to do) and amend structures and operating norm. Standing Agenda item on Chief Officers Group. Bi-annual report on progress. Leaders access learning Focus throughout 2014 on Children Services Plan, align priorities to EYC stretch aims. Leaders understand their role
+ Leading Improvements The Aim: By 2016, all leaders in the Early Years Collaborative demonstrate the skills & knowledge to lead for improvement and delivery of a successful collaborative Primary Driver Secondary Drivers Action Understand improvement methodology used by EYC Leaders grow improvement science to the right levels, across the EYC and across agencies, and families. Leader s demonstrate the core attitudes required for improvement, focusing work on the EYC ambition and stretch aims. Regular Senior team briefings on improvement model and EYC. Understand improvement methodology Chief Executive briefings and corporate communications Focus.
+ Leading Improvements The Aim: By 2016, all leaders in the Early Years Collaborative demonstrate the skills & knowledge to lead for improvement and delivery of a successful collaborative Primary Driver Secondary Drivers Action Leaders review data Leaders articulate the compelling evidence of early years development to influence positive behaviours and engage locality buy in to the EYC. Leaders review data from work streams on a regular basis. Population segmentation for Craigneuk will identify key measures linked to EYC aims. Leaders review data Leaders within each service request dash board reports with a focus on service improvement.
+ Leading Improvements The Aim: By 2016, all leaders in the Early Years Collaborative demonstrate the skills & knowledge to lead for improvement and delivery of a successful collaborative Primary Driver Secondary Drivers Action Leaders create conditions for improvement Leaders at all levels undertake walk rounds to provide support for the EYC work and unblock barriers to improvement. Co-ordinated walk rounds with NLP board June and December. Leaders undertake walkrounds
Improvement Activity 20 Follow us on Twitter: @NLEYC
+ 21 North Lanarkshire's EYC Twitter FeedLearning System Activity Follow us on Twitter:
22 Reporting to EYC Team Report to Leadership Follow us on Twitter: @NLEYC
+ Our Focus Improving Attachment Children and families affected by addiction and substance misuse Children and families affected by gender based violence Children who are Looked After and Accommodated Children families within CPP identified key communities and populations
+ Craigneuk Wishaw Life expectancy at birth North Lanarkshire is significantly lower than Scotland 64.7 Males 72.1 Females Craigneuk lower still Mortality Scotland 708 deaths per 100,000 population North Lanarkshire 813 deaths per 100,000 population Craigneuk 1,228 Ill health and mental health Proportion of North Lanarkshire population hospitalised for alcohol conditions is lower than the Scotland average (1,088). Craigneuk is twice the Scottish average
+ Craigneuk Wishaw Working age population claiming Jobseeker s Allowance Scotland 4.4% Craigneuk 13% Average tariff score of pupils on the S4 roll Scotland 179.7 Craigneuk 103.1 (Lowest in NLC) Mothers smoking during pregnancy Scotland average 23% Craigneuk 50% Breast screening uptake Scottish average 75.3% North Lanarkshire 70% Craigneuk 55%
+ Our Focus Operational Leadership Questions. Are we prioritising the improvements which have the biggest impact? Are we all clear about the PDSA methodology of achieving improvement? How do we measure and report on progress? Are we flexible about re-deploying resources ( 3.2million change fund) where improvement is not matching expectation? How do we test, innovate and spread the learning?
+ Involvement and Role of Programme Manager North Lanarkshire Partnership(16000~) Home Team (60) Bootcamp Attendees (67) Introduction to Improvement Participants (33) Improvement Projects (47) Reported Improvement Work (46)
+ Our EYC in North Lanarkshire works because We have a clear strategic vision and focus on making "real" improvement This is linked to specific, measurable projects that are making a positive difference The EYC is embedded in NL and is not a "bolt on" The Programme Manager and her team are outstanding The annual change fund budget which is in excess of 3million+ is protected for the EYC and used wisely.
EYC - Leadership North Lanarkshire @NLEYC
High Impact Leadership Behaviours
Engage Across Boundaries Create Vision and Build Will Develop Capability Driven by People and Community Deliver Results Shape Culture Engage Across Boundaries
@jasonleitch