What has Changing Lives Changed? Performance Improvement Change Programme - Sandy Cameron

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Business & Mgmt

Published on March 6, 2009

Author: IRISSslides

Source: slideshare.net

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Sandy Cameron, Chair, Performance Improvement Change Programme, Director of Parole Board, Scotland. What has Changing Lives Changed? 3rd March 2009. Aberdeen Exhibition and Conference Centre.

Performance Improvement Sandy Cameron

Change Programme Objective To embed a culture of continuous improvement in all social work services To improve outcomes for the people who use services

To embed a culture of continuous improvement in all social work services

To improve outcomes for the people who use services

History Ran in parallel with 21st Century Review Initial political driver was a performance framework Performance improvement framework for children and families produced How good is our team produced Political agenda moved on to Single Outcome Agreements

Ran in parallel with 21st Century Review

Initial political driver was a performance framework

Performance improvement framework for children and families produced

How good is our team produced

Political agenda moved on to Single Outcome Agreements

SWIA Self evaluation Guide now published Based on Performance Inspection Model Supported by an e-tool

SWIA Self evaluation Guide now published

Based on Performance Inspection Model

Supported by an e-tool

In all of this the aim has been to shift the focus onto outcomes and away from the tendency to focus targets on inputs and outputs.

In all of this the aim has been to shift the focus onto outcomes and away from the tendency to focus targets on inputs and outputs.

Potential to develop the e-tool into a vehicle for frontline services to explore their performance as part of embedding the culture of continuous improvement.

Potential to develop the e-tool into a vehicle for frontline services to explore their performance as part of embedding the culture of continuous improvement.

Approaches to Performance Improvement The Weavers triangle. Aim Outcomes Activities/outputs

The Weavers triangle.

Vanguard www.systemsthinking.co.uk LEAN Methodology defines customers and seeks to eliminate non value adding activities

Vanguard www.systemsthinking.co.uk

LEAN Methodology defines customers and seeks to eliminate non value adding activities

CitiStat - developed in Baltimore USA Uses recent operational data on key performance indicators as basis for discussion Development of actionable data rather than available data www.baltimorecity.gov/government/citistat/

CitiStat - developed in Baltimore USA

Uses recent operational data on key performance indicators as basis for discussion

Development of actionable data rather than available data

www.baltimorecity.gov/government/citistat/

Standard Life Investments - Organisational Raid The Talent Agenda using Gallup Strengths Finder lists 34 talent themes listed in order for the individual Employee engagement using the Gallup12 Used annually to measure engagement.

Standard Life Investments - Organisational Raid

The Talent Agenda using Gallup Strengths Finder lists 34 talent themes listed in order for the individual

Employee engagement using the Gallup12

Used annually to measure engagement.

Gallup 12 Do you know what is expected of you at work Do you have the right equipment and materials to do your work right At work do you have the opportunity to do what you do best every day? In the last seven days have you received recognition or praise for doing good work/ Does your supervisor or someone at work seem to care about you as a person?

Do you know what is expected of you at work

Do you have the right equipment and materials to do your work right

At work do you have the opportunity to do what you do best every day?

In the last seven days have you received recognition or praise for doing good work/

Does your supervisor or someone at work seem to care about you as a person?

Is there someone at work who encourages your development? At work do your opinions seem to count? Does the mission/purpose of your organisation make you feel your job is important? Are your fellow employees committed to doing quality work? Do you have a best friend at work? In the last 6 months has someone at work talked to you about your progress?

Is there someone at work who encourages your development?

At work do your opinions seem to count?

Does the mission/purpose of your organisation make you feel your job is important?

Are your fellow employees committed to doing quality work?

Do you have a best friend at work?

In the last 6 months has someone at work talked to you about your progress?

In the last year have you had opportunities to learn and grow? Personalisation of staff!

In the last year have you had opportunities to learn and grow?

Personalisation of staff!

Next Steps Embedding the culture Using the tools Not good enough to say we are too busy for all of this. Develop the research agenda Evidence based practice. Prepared to think the unthinkable.

Embedding the culture

Using the tools

Not good enough to say we are too busy for all of this.

Develop the research agenda

Evidence based practice.

Prepared to think the unthinkable.

Performance improvement links in to the other change programmes

Performance improvement links in to the other change programmes

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