Julie Druce SDN Children’s Services Inc j.druce@sdn.au

1. The Contribution of Staff Supervision to Strengthening Organisational Culture and Innovative Practice. Julie Druce SDN Children’s Services Inc j.druce@sdn.org.au

2. SDN’s Parent Resource Program • Piloted in 2000 at SDN’s Lois Barker Child and Family Learning Centre, Waterloo. • The success of this pilot lead to further DoCS funding and allowed the extension of the Parent Resource Program to 6 SDN Child & Family Learning Centres across Sydney. Objectives of the PRP • Strengthen families through the provision of high quality support services and community networks. • Enhance the experience of children in long day care through active involvement of parents in their children’s learning.

3. How did PRP achieve its objectives? • Parents attended effective parenting workshops and also become actively involved in their children’s learning. • Parents were supported by centre staff and were given substantial documentation of their child’s day. This allowed them to follow child development techniques at home. • Centre staff planned the child’s future learning based on the observations and interactions of the parents with their child in the home environment. • Provision of scholarships to families facing challenging circumstances where the children would benefit from quality early childhood education.

4. Support to Childcare Staff SDN entered into a partnership with Parent Infant Foundation of Australia (PIFA) to develop an innovative practice based on a model of Clinical Supervision used by PIFA. A Reflective Circle A collaborative dynamic process including the components of teaching and mentorship, which goes beyond a pastoral, nurturing role and positively works towards ‘enabling’ the group members to: • Have time to engage in self-reflection on work practices; • Become more self-aware, especially in relation to the work environment; • Identify work issues and consider alternative ways to approach these issues; • Give consideration to how our work practices impact on children and families attending the centre; • Be prepared to be challenged to consider other ways of looking at and working with problems; and • Have the opportunity to put forward training and development needs.

5. What Staff thought ? “It has relieved stress, as I have an understanding of why the children behave as they do.” “Helped me have more confidence in myself.” “Made me more aware of my own knowledge, skills and abilities.” “We are able to support each other and share ideas.”

6. Innovation Communicated Innovation reaches audience via planned and unplanned means. Process of Diffusion No Yes Innovation Adopted Decision to adopt and use an innovation Innovation No Yes No Individual Innovation Implemented Strategies to implement an innovation Factors that influence diffusion Organisation Yes Replication (no adaptation) Adaptation Environment Yes Innovation Sustained Innovation embedded in practice No This diagram characterises diffusion as a linear process; however, research suggests that the diffusion process is dynamic

7. The Journey of Diffusion Each Child Care Service is a unique complex community (staff, families, children and legislative systems) . This made the diffusion of innovation and change an unpredictable process. Whilst initially conceptualised as a linear process, the SDN experience exemplified how “real world conditions, such as complex service, social and political systems, make it a non-linear and unpredictable process” Nutley, Davis and Water 2002 The diffusion process was influenced by the interrelationship between the characteristics of the innovation, individuals, organisations and the environment. Drawing on the Diffusion of Innovation Literature as discussed by Mary Salveron, Fiona Arney and Dorothy Scott in Family Matters, 2006 article “Sowing the seeds of innovations.”

8. Factors that influence stages of the diffusion process

9. The Innovation It cannot be assumed that the innovation in its pure form or even adapted will lead to the same outcomes as its original site. • The use of a action research model, reinventing and personalising the original process (program) helped facilitate the journey of the diffusion with the SDN centres. • SDN and PIFA provided each Centre team with the opportunity to reinvent what they needed to fit the cultural values and aspiration of their different centre communities. Rigorous evaluation and carefully monitoring when any innovation is introduced into a new site, is an absolute.

10. The Individual influence on diffusion Rogers (2003,2004) noted that some individuals involved in an innovation were “champions”, influencing others. “These highly regarded individuals were influential role models who had the ability to shape potential adapters innovation decisions.” “As potential adopters of innovations, individuals bring with them their own attitudes, beliefs, values, skills and experience.” (Bowen & ZWi, 2005; Greenhalgh et al 2004) As adopters, individuals can promote or spread the word about the innovation or consequently warn others about its disadvantage.

11. Continuum of Diffusion Change of manager, innovation wavered Change of Manager, innovation decreased

12. Continuum of Diffusion Other variants • Time involved: Diffusion of change takes a long time • Stability of the team • Leaders Commitment Understanding of the process, confidence, supportive environment, attitude • Consultants Strategies Attitude, expectation, understanding of practice from an early childhood perspective • Staff Confidence in their own role, relationships, understanding of process, perception of this as an extra burden • Environments Are created by the organisation and the manager. E.g., manager making time; available space; positive space

13. Innovation: Values, risk and relationships It has been identified that the failure of a innovation to spread can depend on a match between adopters beliefs and the values of the characteristics of the innovation. The higher the perceived risk associated with a innovation, the higher the resistance. Complex inter-relationships may influence the acceptance of or resistance to an innovation. Individuals who identify with one another are more likely and will more naturally spread the innovation.

14. Organisational characteristics that enhance the adoption, implementation and sustainability of an innovation Source: Based on Greenhalgh(2005)

15. Organisation and Innovation “The Non-Government sector may have greater flexibility to develop and adapt to innovation.” Salveron, Mary 2006 As a community service organisation, SDN found this to be true in regards to the high level of autonomy. Decisions were made in a consultative and collaborative way and the innovation was diffused through a horizontal, peer-based process. The legislative and regulatory nature of the Children Services may impact on the implementation and sustainability of the innovation.

16. Environment and Innovation The influence of the environment on the success of the diffusion can be seen as: • The legislative and regulatory nature of the services provided; • The funding and cost implications to support the innovation; and • The policy culture and systems operation within a service.

17. Conclusion “While it is not possible or even desirable for every flower of innovation in the field of child and family services to bloom, the potential to sow the seeds of successful innovation in a selective and systematic way is a great source of hope for those committed to enhancing the life opportunities of children and familles.” Salveron, Mary 2006