data for leadership jason leitch. purpose of this session current position of the work so far...
TRANSCRIPT
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
‘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
The Model for Improvement
Plan Do Study Act
“What will happen if we try something different?”
“Let’s try it!”“Did it work?”
“What’s next? ”
Cycles of Tests Build Confidence
AP D
S
AP
D S
APD
SA P
DS
Proposals, theories, hunches, intuition
Changes that will result in improvementLearning
from data
Sequence for improvement
Develop a change
Test a change
Implement a change
Sustain & spread a change to other locations
Support with data and consideration of people
Theory &prediction
Test under avariety of conditions
Make partof routineoperations
Study
Act Plan
Do
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?
A System for Planning: Integrate Planning for Improvement with Other Organisation Planning Processes
Plan to Operate
FinancialPlanning
Developing OperatingBudget
DevelopingCapitalBudget
Operate and improve the Organisation
Plan to Improve
OperationsPlanning
Human Resources Planning
Product/ServiceDevelopmentPlanning
ProjectPlanning
MarketPlanning
Department and Functional Planning
TrainingPlanning
INPUTS FOR PLANING• Purpose of the Organisation• Market Analysis• Customer Research• Supplier Input• Technology Information• Economic Forecasts• Business needs• Regulations
FutureScenarios
StrategicPlanningProcess
BusinessPlanningProcess
• Key measures of the system• Customer feedback• Employee suggestions• Status of plans
Annually
Quarterly
1 to 5 years
Annually1 to 5 years
Setting Priorities: Process Condition and Strategic Impact Diagram
6
5
4
3
2
1
Strategic Impact (total rating)
Pro
cess
Co
nd
itio
n
0 5 10 15
7
8 4 2 5
3 19
16610 12
11
15 14 9
21
18 1
High leverage processes: develop improvement charters to address these
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
• 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.
Results for a
child th
at would not si
t
for 30 se
conds…
Incremental gains…thanks to the team in East and Mid Lothian
Stirling – Antenatal bookings by 12 weeks
Use of patient questionnaires
Posters to GP surgeries.
A6 cards to pharmacies. Posters to nurseries and family centres.
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?
Early Years Collaborative
Monthly Progress Report
Reporting Month: CPP:
Key Contact (Name): Workstream:
Lead: (Name):
PDSAs in progress
No
Detail (e.g., LAC reviews, healthy vitamins )
Comments (what happened, what did you learn, next steps)
1
2
3
4
5
PDSAs planned
1
2
3
4
5
Challenges Please share any significant challenges you/ your team has faced and provide detail of any support you need from leadership/ Early Years Collaborative team?