Proof - Evidence Locator

West Midlands Employers Coaching and Mentoring Pool. 15 coachees over five-plus years, with quantified outcomes including six promotions and two returns from burnout.

Christine Bromley, NHS: "Two weeks after the sessions ended, I succeeded in achieving a promotion at work, and the timing of this coaching journey was instrumental."

Elaine Betts, Walsall Council (Chartered MCIPD, CMgr MCMI): "The coaching style and approach provided by David exceeded my expectations. He provided a safe supportive environment to explore possibilities and embrace new opportunities."

Sarah Stevens, Shropshire Council: "Prior to awareness coaching, work had become overwhelming. It has transformed all areas of my life. I am able to chair meetings more effectively and reach decisions in a timely manner."

Charlotte Saywell, Programme Manager: "Great piece of work David. It truly identifies the issues that we suspected. Definitely one to add to the list of good pieces of work that the PMO have completed."

Natasha Moody, relaying the Director's reaction: "David Shaw has been celebrating the 'as is' mapping as it is exposing the volume of meetings and the HWBB are considering joining up forces."

David Shaw, Director of Children's Services: "Really clear next steps/quick wins to give people permission to do things differently. I'm also going to reflect again on the meetings I attend and whether they are the best way to achieve the intended aim."

Outcome: four recommendations raised to CLT; Health and Wellbeing Board considering collaboration; the Director committed to reviewing his own meeting attendance. Achieved without line authority over any of those involved.

Three recommendations: confirm a named strategic owner for SWANN; proceed with the electronic referral form as the unconditional first delivery; build the measurement framework alongside the form, not after it.

Closing: "Early-intervention services need the same governance rigour as any other commissioned service. SWANN got through Phase 1 and into Phase 2 without a risk register, success measures or a strategic owner in place. Getting those structures built retrospectively under time pressure was possible this time. It should not need to happen that way again."

Alternative 1: Stabilise Phase 1 before starting Phase 2 (raised by Jim Ford, 20 May). Rejected: deferring would lock in the Phase 1 problems rather than fix them, since the Phase 1 issues are partly caused by the absence of Phase 2 capabilities.

Alternative 2: Commission an external consultant. Rejected: the cost for a six-week sprint was hard to justify, and someone without the existing relationships would have struggled to land the requirements workshop.

Alternative 3: A standalone form not integrated with CRM (Katie Done flagged a prior failed Microsoft Form, 27 May). Rejected: a standalone form creates a separate data silo and loses the referral tracking the business case depends on.