stephen mathews chief executive service innovation the cedar foundation approach esf programme...

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


Service Innovation - Agenda


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.


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!!!!!


The five stages of innovation


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


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


Failure to Innovate:ProcessO’Sullivan 2002


Inherent Innovation pivots on intrinsically motivated individuals, within a supportive culture - informed by a broad sense of the

future.


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.


•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


•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


Approach Taken


•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


Teamwork & Partnership


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


Innovation: IncrementalPerson centered practices


Innovation: RadicalBrain Injury Services


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.’


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


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.)



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.

stephen mathews chief executive service innovation the cedar foundation approach esf programme...

Documents

stages of innovation

inherent innovation

young peoples services

cedar foundation vision

cedar foundation values

cedar foundations vision

cedar benefits conclusion

culture osullivan