Data for Leadership

1. Data for Leadership Jason Leitch

2. Purpose of this session Current position of the work so far Revisit the Science of Improvement What is your data telling you? Bringing it all together on the driver diagram Reflection on your leadership role in all that Next steps

3. The Model for Improvement • ‘This model is not magic, but it is probably the most useful single framework I have encountered in twenty years of my own work on quality improvement’ • Donald M. Berwick

4.  Plan  Do  Study  Act “What will happen if we try something different?” “What’s next? ” “Did it work?” “Let’s try it!”

5. Cycles of Tests Build Confidence Changes that will result in improvement Learning from data Proposals, theories, hunches, intuition

6. Act Plan Study Do Sequence for improvement Make part of routine operations Sustain & spread a change to other locations Test under a variety of conditions Implement a change Theory & prediction Test a change Support with data and consideration of people Develop a change

7. Table time • How is the CPP organised for quality improvement? • Leadership meetings • Executive leadership walk rounds/huddles • How does it feel to lead this collaborative?

8. INPUTS FOR PLANING • Purpose of the Organisation • Market Analysis • Customer Research • Supplier Input • Technology Information • Economic Forecasts • Business needs • Regulations Human Resources Planning Training Planning Strategic Planning Process Future Scenarios Operations Planning Product/Service Development Planning Project Planning Department and Functional Planning Market Planning A System for Planning: Integrate Planning for Improvement with Other Organisation Planning Processes Developing Operating Budget Financial Planning Developing Capital Budget Annually 1 to 5 years Plan to Improve Business Planning Process Plan to Operate Operate and improve the Organisation Quarterly 1 to 5 years Annually • Key measures of the system • Customer feedback • Employee suggestions • Status of plans

9. Setting Priorities: Process Condition and Strategic Impact Diagram 6 5 4 3 2 1 21 High leverage processes: develop improvement charters to address these 15 14 9 18 1 7 Process Condition 8 4 2 5 3 19 11 10 12 6 16 0 5 10 15 Strategic Impact (total rating)

10. Organising for Quality Improvement Thanks to Edinburgh

11. Some examples of testing and results Aim: To improve parent confidence, parent /child interaction and instances of children’s readiness to learn, through the development of regular 1:1 bedtime story reading

12. Incremental gains…thanks to the team in East and Mid Lothian Results for a child that would not sit for 30 seconds… • The impact for A has been: • A sits for a focused 20 minutes (maximum) at story time • He expects to have a story and it is very much part of his routine • He likes the actions and the onomatopoeic words and he is responding to these with laughter • He likes to see the funny faces in the book and examines them further by turning the pictures upside down • At other times during the day his mother has observed him choosing to look at a book by himself e.g. his tractor book and turning the pages slowly and focusing in a concentrated way • At nursery staff have observed him choosing to go to the book corner and look at books by himself. He spends time focusing on the pictures and carefully turning the pages. He will spend considerable time doing this. Sometimes he moves between two books but focusing on each book in turn.

13. Wider results and benefits?...Thanks to the team in East and Mid Lothian

14. East Ayrshire% children read to at night (Story Sack) Cohort increased to 10.

15. Stirling – Antenatal bookings by 12 weeks Use of patient questionnaires Posters to GP surgeries. A6 cards to pharmacies. Posters to nurseries and family centres.

16. Table time Where are you in relation to data and results? Where are you in relation to your testing plans in each the work stream areas? What are the prevailing challenges you are facing?