The Culture of

Continuous ImprovementRyan McMahon, Director Organisational Services and Excellence

• Establishment of Innovation to Excellence program in May 2012

• Primary focus to embed a culture of continuous improvement

within the organisation

• Initial outcomes with a service review focus:

– Cost reductions and increased service delivery

– Consideration to retain services in-house or outsource

The Starting Point

Our Journey

• Corporate Leader review of program achievements

• Redefine program vision and brand – Now CI Program

• Identify resources

• Identify fundamental CI tools

• Upskilling of facilitators

• Training and awareness requirements for all staff

• Improve communications and program visibility

Program Review - 2014

• Financially viable

• Good cross communication and information sharing

• People ‘step up’ and ‘take responsibility’

• Upwards communication is forthright and helpful

• Lots of creativity and use of individual and group initiative

• Great customer service

• Employees feel that they have a personal stake in the organisations

outcomes

• Employees talk about being supported, challenged and stretched

• Employees feel trusted and can take risks

What does a High Performance Organisation look like?

• Culture is High Performance

• CI will improve organisational culture

• Positive culture is required for successful CI implementation

Culture

Background

How Culture Works

OCI

Preferred Culture Actual Culture

OCI

Causal Factors

Outcomes

OEI

OEIOur Values – how we want people to think and behave. This is what ELT/MLT believe creates an effective CTTG

What We Do –what people experienceLEVERS for change

The conclusions people make from

what they experience. How we believe we are

expected to behave

The outcomes as a result of the

Actual Culture

DRIVERS for change

• Significance – being seen by staff to have an impact on others

• Use of Rewards – good performance will be noticed and reinforced

• Autonomy – Freedom and discretion re scheduling and work

• Employee Involvement – the extent to which people actively

participate

• Fairness of Appraisal – based on performance and objective

criteria

• Goal Emphasis – managers communicating norms and

expectations for excellence

Our gaps

Closing the gap

• Purpose Why do we exist?

• Vision Where are we headed?

• Values What do we live by/what’s really important?

here

• Behaviour What’s expected of me?

Purpose, Vision and Values

MOF + Feedback + Accountability

= Increased significance

Higher performance

ACHIEVING HIGH PERFORMANCE

Aspirations & expectations

Accountability Matrix

Governance/ Reporting

Managers + Supervisors/

Team Leaders

RASCI – Increasing role clarity

Function / ActivityCEO Portfolio

Director

Portfolio

Managers

Portfolio

Supervisors Co-

ordinators

Technical Officers

Portfolio

Team Leaders

Portfolio

Team

members

Other CTTG

Managers

Development of strategy, structure,

policy and systemsConsulted Accountable Responsible Supports Consulted Informed Consulted

Implementation of strategy, structure,

policy and systemsInformed Informed Accountable Responsible Consulted Informed Informed

Review and report on progress of

strategy, structure, policy and systemsInformed Accountable Responsible Supports Consulted Informed Informed

• Customer focus services

• Staff enabled to undertake CI activities

• Improved operational effectiveness

• All leading to better community outcomes

• Key metrics

Today’s Ambition