stephen mathews chief executive service innovation the cedar foundation approach esf programme...
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Stephen MathewsChief Executive
Service Innovation
The Cedar Foundation Approach
ESF Programme Launch
October 2008
www.cedar-foundation.org
• Introduction to The Cedar Foundation• Key Challenges – failure to innovate• What drives Innovation• Nature of Innovation in Cedar• Benefits• Conclusion
www.cedar-foundation.org
Service Innovation - Agenda
www.cedar-foundation.org
The Cedar Foundation Vision and Mission
The Cedar Foundation’s Vision is a society in which disabled adults and children are fully included citizens.
Our Mission is to provide quality support, care, accommodation and training services to enable disabled adults and children to participate in all aspects of community life.
Living Options
Training Services
Brain Injury Services
Children and Young People’s Services
Commitment – We are committed to providing quality, person-centred services
Excellence – We will continually improve our organisation
Diversity – We will embrace the diversity of the communities in which we work
Accountability – We will be open and transparent in everything we do
Respect – We will treat all those with whom we work with respect.
www.cedar-foundation.org
The Cedar Foundation Values
1. People deny that the innovation is required.
2. People deny that the innovation is effective.
3. People deny that the innovation is important.
4. People deny that the innovation will justify the effort required to adopt it.
5. People accept and adopt the innovation, enjoy its benefits, attribute it to people other than the innovator, and deny the existence of stages 1 to 4!!!!!
www.cedar-foundation.org
The five stages of innovation
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All innovation begins with creative ideas….We define innovation as the successful implementation of creative ideas within an organisation….The first is necessary but not sufficient condition of the second.Amabile 1996 Innovation = Creativity * Risk TakingByrd 2003
Poor :
• Leadership
• Organisation
• Communication
• Empowerment
• Knowledge Management
www.cedar-foundation.org
Failure to Innovate:Culture
O’Sullivan 2002
Poor :
• Goal definition
• Alignment of actions to goals
• Participation in teams
• Monitoring of results
• Communication and access to information
www.cedar-foundation.org
Failure to Innovate:ProcessO’Sullivan 2002
www.cedar-foundation.org
Inherent Innovation pivots on intrinsically motivated individuals, within a supportive culture - informed by a broad sense of the
future.
www.cedar-foundation.org
At Cedar we believe that: clarity of purpose; a culture of continuous improvement; teamwork and partnership stimulate and encourage empowerment, creativity and innovation amongst its people.
www.cedar-foundation.org
•Participation in business planning process
•Familiarity with Vision, Mission & Values
•Balanced Scorecard Cascade
•Clear procedures
•Alignment of Work Plans
•Empowers staff to work autonomously in their job roles, teams and service areas
•Provides scope for staff to exercise innovation and creativity in the way they deliver services to customers
Clarity of Purpose
www.cedar-foundation.org
www.cedar-foundation.org
•Pursuit of Excellence Core Value
•Feedback from internal and external review
•Staff participation in improvement activity
•Demonstrates to staff that Cedar welcomes change and encourages challenges to established protocols
•Motivates staff to give their views informally and formally
Culture of Continuous Improvement
www.cedar-foundation.org
Approach Taken
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•Leaders facilitate staff to work together and with other partners
•Range of teams and partnerships
•Customer partnership – User Forum
•Staff development through sharing and transferring skills
•Creative and innovative improvements and solutions to problems result as best practice is exchanged and new ideas are formulated
Teamwork and Partnership
www.cedar-foundation.org
Teamwork & Partnership
www.cedar-foundation.org
Incremental
Minor Changes and adaptations to existing services or processes
Radical
Development of new products or services or new ways of delivering processes
Degrees of InnovationAfter Bradford Clark and Associates 2000
Breakthrough
Developments, often based on new technologies or processes, that require fundamental changes in organisational cultural and social arrangements
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Innovation: IncrementalPerson centered practices
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Innovation: RadicalBrain Injury Services
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Innovation: BreakthroughTransitions
• IiP Champion• Consultation• Performance
Management System• HR Strategy• Staff Recognition• Learning and
Development• Involvement in
improvement activity• Work life balance• Communication
‘TCF is very much a people based organisation and its success is dependent upon the professional interaction between its people and service users.’
www.cedar-foundation.org
People Development and Involvement
• 87% - 95% positive outcomes for participants• Customer satisfaction is consistently >90%• Improved staff satisfaction, absenteeism, retention.• Recognised for customer focus and results
orientation
www.cedar-foundation.org
Benefits Derived
"There is no reason why anyone would want to have a computer in their home." (Ken
Olson, president, chairman and founder of Digital Equipment Corp, 1977.)
www.cedar-foundation.org
www.cedar-foundation.org
Thank You
The Cedar Foundation’s Training/Brain Injury Services are part financed by the European
Social Fund and the Department for Employment and Learning.
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