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Change is a Must
Bernadette Malone
Chief Executive Perth and Kinross Council
Gerry Marr
Chief Executive NHS Tayside
27 July 2013
Early Years
Strategic leadership
Operational leadership
Integrated professional practice
Developing trusting
...
Strategic
Leadership
• Vision
• Commitment
• SOA
• Performance
• Governance
Children and Young
People’s Strategic
Partners...
27 July 2013
Early Years
Strategic leadership
Operational leadership
Integrated professional practice
Developing trusting
...
Developing Trusting Relationships
Photo of baby & Sir Harry Burns
27 July 2013
Early Years
Strategic leadership
Operational leadership
Integrated professional practice
Developing trusting
...
Protecting Universal Services
We must move the whole curve. Targeting the problems is not enough. We
must remove the varia...
Enhancing Universal Services
• Bounce Back
• Roots of empathy
• Expansion of nursery provision
• 27-30 month review
• Earl...
Increasing effectiveness of targeted
services
• 0-3 Services
• Nurture
• Family Nurse Partnership
• Child Protection Vulne...
27 July 2013
Early Years
Strategic leadership
Operational leadership
Integrated professional practice
Developing trusting
...
Capability and capacity for Leadership
and Improvement
• Creating a culture which embraces the use of data
and information...
Capacity to Improve
IHI Triple Aim
• Move beyond traditional
silos towards broader
improvement goals
• Balanced set of
imp...
P&K Early Years Collaborative
• 25+ Tests of Change – examples:
– Support in pregnancy
– Awareness of developmental milest...
healthier
gestation
and birth
improved
school
readiness
reduced
substance
misuse
reduced
anxiety and
depression
10 develop...
27 July 2013
Early Years
Strategic leadership
Operational leadership
Integrated professional practice
Developing trusting
...
Evidence Based Practice
• Stronger and more
consistent positive
outcomes
• Strong ethical argument
– avoid potential
harmf...
27 July 2013
Early Years
Strategic leadership
Operational leadership
Integrated professional practice
Developing trusting
...
Confident, ambitious, talented staff
•Joint Organisational Development approach
•Action Learning Sets
•Early Years Strateg...
27 July 2013
Early Years
Strategic leadership
Operational leadership
Integrated professional practice
Developing trusting
...
It’s everyone’s responsibility
•
Empowerment
• Evidence2Success Community Partnership
– active participation of residents,...
27 July 2013
Early Years
Strategic leadership
Operational leadership
Integrated professional practice
Developing trusting
...
Coalition for Change is a Must
ENHANCE
27 July 2013
Early Years
Strategic leadership
Operational leadership
Integrated professional practice
Developing trusting
...
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Keynote Session 2: Change is a Must

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Gerry Marr, Chief Executive, NHS Tayside and Bernadette Malone, Chief Executive, Perth & Kinross Council describe the approach in Perth & Kinross focusing specifically on the organisational and cultural issues in delivering change in early years. The presenters describe the partnership approach to improvement with specific reference to the Early Years Collaboration and the Evidence2Success project with Dartington Social Research Centre.

See more on the 2013 NHSScotland Event website http://www.nhsscotlandevent.com/resources/resources2013/resources

Published in: Health & Medicine, Business
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Keynote Session 2: Change is a Must

  1. 1. Change is a Must Bernadette Malone Chief Executive Perth and Kinross Council Gerry Marr Chief Executive NHS Tayside
  2. 2. 27 July 2013 Early Years Strategic leadership Operational leadership Integrated professional practice Developing trusting relationships with families and communities Strong integrated and partnership working Building capacity for improvement Confident, ambitious, talented staff Evidence based practice It’s everyone’s responsibility – P and K is the campus Protecting universal services and increased investment in support for the most Vulnerable families Focus on the child, not the pupil, patient, offender
  3. 3. Strategic Leadership • Vision • Commitment • SOA • Performance • Governance Children and Young People’s Strategic Partnership
  4. 4. 27 July 2013 Early Years Strategic leadership Operational leadership Integrated professional practice Developing trusting relationships with families and communities Strong integrated and partnership working Building capacity for improvement Confident, ambitious, talented staff Evidence based practice It’s everyone’s responsibility – P and K is the campus Protecting universal services and increased investment in support for the most Vulnerable families Focus on the child, not the pupil, patient, offender
  5. 5. Developing Trusting Relationships Photo of baby & Sir Harry Burns
  6. 6. 27 July 2013 Early Years Strategic leadership Operational leadership Integrated professional practice Developing trusting relationships with families and communities Strong integrated and partnership working Building capacity for improvement Confident, ambitious, talented staff Evidence based practice It’s everyone’s responsibility – P and K is the campus Protecting universal services and increased investment in support for the most Vulnerable families Focus on the child, not the pupil, patient, offender
  7. 7. Protecting Universal Services We must move the whole curve. Targeting the problems is not enough. We must remove the variation and move everyone forward. Cut the tail: what is acceptable? Extend the ambition: what is great? (What is possible?) Shift and narrow the curve: what is the norm?
  8. 8. Enhancing Universal Services • Bounce Back • Roots of empathy • Expansion of nursery provision • 27-30 month review • Early literacy – Rhyme time – Reading sacks
  9. 9. Increasing effectiveness of targeted services • 0-3 Services • Nurture • Family Nurse Partnership • Child Protection Vulnerable LES • Unborn Baby Protocol • Link with Perth Prison and many more …………
  10. 10. 27 July 2013 Early Years Strategic leadership Operational leadership Integrated professional practice Developing trusting relationships with families and communities Strong integrated and partnership working Building capacity for improvement Confident, ambitious, talented staff Evidence based practice It’s everyone’s responsibility – P and K is the campus Protecting universal services and increased investment in support for the most Vulnerable families Focus on the child, not the pupil, patient, offender
  11. 11. Capability and capacity for Leadership and Improvement • Creating a culture which embraces the use of data and information, not for judgement • Improvement - management and frontline motivation of change • Accountability - informing scrutiny • Research - national and international learning to inform practice • Key challenge is to ensure that leadership and continuous self evaluation is informed by all three. • Courage to invest in data for leadership and improvement during a time of austerity.
  12. 12. Capacity to Improve IHI Triple Aim • Move beyond traditional silos towards broader improvement goals • Balanced set of improvement goals • Strong branding – cost/experience/outcome
  13. 13. P&K Early Years Collaborative • 25+ Tests of Change – examples: – Support in pregnancy – Awareness of developmental milestones – Attachment – Parental engagement/communication – Speech and language development • Evidence of impact of data – Challenging assumptions – Motivating further change • Taking early years work into new staff groups – ie. housing, adult care services, pharmacies
  14. 14. healthier gestation and birth improved school readiness reduced substance misuse reduced anxiety and depression 10 developmental outcomes • Mental health difficulties (11-15 yrs) • Risky sexual behaviour (14-16 yrs) • Antisocial or delinquent behaviour (14-16 yrs) • Chronic health impairments Data for Improvement • A healthy gestation and birth • School readiness (4mth-5 yrs) • Early childhood behaviour (3-8 yrs) • Emotional regulation (9-11 yrs) • Early academic performance (9-12 yrs) • Early initiation of substance misuse (9-14 yrs) • Perth and Kinross data • Comparator data • Understanding variation • Identifying priorities
  15. 15. 27 July 2013 Early Years Strategic leadership Operational leadership Integrated professional practice Developing trusting relationships with families and communities Strong integrated and partnership working Building capacity and leading improvement Confident, ambitious, talented staff Evidence based practice It’s everyone’s responsibility – P and K is the campus Protecting universal services and increased investment in support for the most Vulnerable families Focus on the child, not the pupil, patient, offender
  16. 16. Evidence Based Practice • Stronger and more consistent positive outcomes • Strong ethical argument – avoid potential harmful effects • Potential cost savings to taxpayers and society Impact Evalua tion Qualit y Syste m Readin ess Intervention Specificity System Readiness Evaluation Quality Impact STANDARDS OF EVIDENCE
  17. 17. 27 July 2013 Early Years Strategic leadership Operational leadership Integrated professional practice Developing trusting relationships with families and communities Strong integrated and partnership working Building capacity and leading improvement Confident, ambitious, talented staff Evidence based practice It’s everyone’s responsibility – P and K is the campus Protecting universal services and increased investment in support for the most Vulnerable families Focus on the child, not the pupil, patient, offender
  18. 18. Confident, ambitious, talented staff •Joint Organisational Development approach •Action Learning Sets •Early Years Strategy Phase 2 – Early Years Change Fund – Evidence2Success – Early Years Collaborative – Integrated Resource Framework •Multi-agency workforce development
  19. 19. 27 July 2013 Early Years Strategic leadership Operational leadership Integrated professional practice Developing trusting relationships with families and communities Strong integrated and partnership working Building capacity and leading improvement Confident, ambitious, talented staff Evidence based practice It’s everyone’s responsibility – P and K is the campus Protecting universal services and increased investment in support for the most Vulnerable families Focus on the child, not the pupil, patient, offender
  20. 20. It’s everyone’s responsibility • Empowerment • Evidence2Success Community Partnership – active participation of residents, community leaders and staff from public services in working together to improve the wellbeing of children and young people in their community
  21. 21. 27 July 2013 Early Years Strategic leadership Operational leadership Integrated professional practice Developing trusting relationships with families and communities Strong integrated and partnership working Building capacity and leading improvement Confident, ambitious, talented staff Evidence based practice It’s everyone’s responsibility – P and K is the campus Protecting universal services and increased investment in support for the most Vulnerable families Focus on the child, not the pupil, patient, offender
  22. 22. Coalition for Change is a Must ENHANCE
  23. 23. 27 July 2013 Early Years Strategic leadership Operational leadership Integrated professional practice Developing trusting relationships with families and communities Strong integrated and partnership working Building capacity and leading improvement Confident, ambitious, talented staff Evidence based practice It’s everyone’s responsibility – P and K is the campus Protecting universal services and increased investment in support for the most Vulnerable families Focus on the child, not the pupil, patient, offender

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