Stephen Mathews Chief Executive

1. Stephen MathewsChief Executive Service Innovation The Cedar Foundation Approach ESF Programme Launch October 2008 www.cedar-foundation.org

2. Service Innovation - Agenda • Introduction to The Cedar Foundation • Key Challenges – failure to innovate • What drives Innovation • Nature of Innovation in Cedar • Benefits • Conclusion www.cedar-foundation.org

3. 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. www.cedar-foundation.org

4. Living Options Brain Injury Services Children and Young People’s Services Training Services

5. 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 www.cedar-foundation.org

6. The five stages of innovation • People deny that the innovation is required. • People deny that the innovation is effective. • People deny that the innovation is important. • People deny that the innovation will justify the effort required to adopt it. • 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

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 www.cedar-foundation.org

8. Failure to Innovate:CultureO’Sullivan 2002 Poor : • Leadership • Organisation • Communication • Empowerment • Knowledge Management www.cedar-foundation.org

9. Failure to Innovate:ProcessO’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

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

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. www.cedar-foundation.org

12. Clarity of Purpose • 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 www.cedar-foundation.org

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14. Culture of Continuous Improvement • 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 www.cedar-foundation.org

15. Approach Taken www.cedar-foundation.org

16. Teamwork and Partnership • 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 www.cedar-foundation.org

17. Teamwork & Partnership www.cedar-foundation.org

18. Degrees of InnovationAfter Bradford Clark and Associates 2000 Radical Development of new products or services or new ways of delivering processes Breakthrough Developments, often based on new technologies or processes, that require fundamental changes in organisational cultural and social arrangements Incremental Minor Changes and adaptations to existing services or processes www.cedar-foundation.org

19. Innovation: IncrementalPerson centered practices www.cedar-foundation.org

20. Innovation: RadicalBrain Injury Services www.cedar-foundation.org

21. Innovation: BreakthroughTransitions www.cedar-foundation.org

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 www.cedar-foundation.org

23. Benefits Derived • 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

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.) www.cedar-foundation.org

25. Thank You www.cedar-foundation.org The Cedar Foundation’s Training/Brain Injury Services are part financed by the European Social Fund and the Department for Employment and Learning.