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Stephen Mathews Chief Executive Service Innovation The Cedar Foundation Approach ESF Programme Launch October 2008

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Presentation on theme: "Stephen Mathews Chief Executive Service Innovation The Cedar Foundation Approach ESF Programme Launch October 2008"— Presentation transcript:

1 Stephen Mathews Chief Executive Service Innovation The Cedar Foundation Approach ESF Programme Launch October 2008

2 Introduction to The Cedar Foundation Key Challenges – failure to innovate What drives Innovation Nature of Innovation in Cedar Benefits Conclusion Service Innovation - Agenda

3 The Cedar Foundation Vision and Mission The Cedar Foundations 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.

4 Living Options Training Services Brain Injury Services Children and Young Peoples Services

5 C ommitment – We are committed to providing quality, person-centred services E xcellence – We will continually improve our organisation D iversity – We will embrace the diversity of the communities in which we work A ccountability – We will be open and transparent in everything we do R espect – We will treat all those with whom we work with respect. The Cedar Foundation Values

6 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

7 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 Taking Byrd 2003

8 Poor : Leadership Organisation Communication Empowerment Knowledge Management Failure to Innovate: Culture OSullivan 2002

9 Poor : Goal definition Alignment of actions to goals Participation in teams Monitoring of results Communication and access to information Failure to Innovate: Process OSullivan 2002

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

11 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.

12 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


14 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

15 Approach Taken

16 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

17 Teamwork & Partnership

18 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 Innovation After Bradford Clark and Associates 2000 Breakthrough Developments, often based on new technologies or processes, that require fundamental changes in organisational cultural and social arrangements

19 Innovation: Incremental Person centered practices

20 Innovation: Radical Brain Injury Services

21 Innovation: Breakthrough Transitions

22 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

23 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

24 "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.)

25 Thank You The Cedar Foundations Training/Brain Injury Services are part financed by the European Social Fund and the Department for Employment and Learning.

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