October 20th, 2010 Westin Harbour Castle Convention Centre One Harbour Square, Toronto, Ontario
Bank of Canada - Currency function Ottawa, ON
The Bank of Canada is the nation's central bank and is responsible for monetary policy, bank notes, financial system and funds management. Its main role is to promote the economic and financial welfare of Canada. The Currency function is responsible for designing and issuing bank notes that Canadians can use with the highest confidence. Currency also collaborates with other central banks to identify counterfeiting threats and common solutions, and regularly designs and issues new series of bank notes to ensure that they are of the highest security.
Over the past ten years, Currency has demonstrated its commitment to quality and healthy workplace by nurturing a culture of excellence across the function and focusing on continuous improvement in all aspects of our work. The principles of our Business Excellence Program (PEP) strongly align with our corporate values: our commitment to Canadians, to excellence, and to one another. The key factors that have made this Program a success have been the leadership team’s strong commitment and sponsorship, as well as the active engagement of staff across the function. Using the Progressive Excellence Program framework of the National Quality Institute (NQI) has also enabled us to monitor and measure improvements as we entrench best practices to create a more efficient way of managing our organization. Overall, the Program has allowed us to make better decisions on our priorities, improve workload management and proactively manage risks. Our most recent accomplishment has been to achieve the integrated PEP 3 certification on quality and healthy workplace.
Our Journey towards Business Excellence
In 1999, we began our quality journey by adopting the NQI Progressive Excellence Program framework as our foundation for managing the Currency function.
This approach ensured that we had a holistic and sustainable management framework to achieve ongoing improvements in our business results, while creating a superior working environment. In 2006, the Currency strategic leadership team endorsed PEP3 as a clear priority in Currency’s three-year strategic plan, with each member of the team sponsoring one or more of the business excellence drivers to provide strategic direction. In order to ensure a strong focus on each driver, committees were also put in place, composed of staff from the different areas of the Currency function, to develop the models and methodologies for each driver. A lead was assigned for each committee, as well as a dedicated resource to manage the overall Program. Having staff involved in the various committees has been key in spreading knowledge and understanding of the program across the organization, and ensured that the Program was tailored to meet our business culture and needs.
Significant efforts were made in training leaders and staff on quality management practices, and the development and implementation of tools related to each business excellence driver. A particular focus has also been on enhancing internal communication to engage all employees on the journey. Continuous improvement efforts are measured and communicated using a model and methodology for each driver.
To this day, the Currency function has implemented improvements in all areas of the NQI PEP framework, including the expansion of the planning driver to include a risk management focus, and the addition of a Knowledge Sharing driver.
In the area of Leadership, the focus has been to ensure that Currency continues to develop strong leaders who demonstrate their commitment to excellence and can manage change effectively. All leaders understand that by improving their own self-awareness and leadership skills, their influence will reflect positively on their teams, the Bank, our local community and society itself.
We continue to make a significant effort to ensure a healthy work environment for all staff. This strong People focus has been achieved through several key initiatives; our regular People Consultative Committee meetings and workforce and succession planning activities feed into the comprehensive People Plan, which identifies work environment priorities. We continuously strive to identify future risks and strengthen the links between individual and organizational performance, while promoting a healthy workplace. Our Work Environment Check Up survey continues to show that we are best-in-class in terms of providing a healthy work environment, based on a significant response rate from our staff and a positive trend in our overall engagement index result (75.9% in 2009).Our Work Environment Check Up results allow us to measure our progress and provides direction on priorities for improvement to incorporate in our plans.
A well-aligned Planning and Risk Management structure has been established at all levels of the organization with strong processes in place for setting priorities and reviewing progress regularly. Three-year strategic plans are developed and cascade down into annual plans at the departmental and business line levels, which then feed into individual employee performance agreements. Plans also include financial reviews, performance measures and risk mitigation strategies. Progress on these plans, including an assessment of risks, is discussed, reported, and communicated to staff formally on a quarterly basis.
Process Management activities in Currency have been strengthened with a comprehensive model and methodology, including well-documented business processes, which complement our ISO framework. This has enabled clear ownership and accountability of business processes. The continuous improvement initiatives have resulted in reduced waste, errors, and duplication, while increasing efficiency, consistency and reliability. This ensures that we have confidence that the processes used to achieve our business goals are the right ones and are performing at their best.
Across the Currency function, there is a clear understanding of who our key Clients and Stakeholders are, as well as their needs and expectations. In all business areas, teams work to maintain ongoing communication and develop consistent service standards to ensure stakeholders remain engaged and have a clear understanding of our services and products. We seek feedback from clients and stakeholders to measure our progress towards our client satisfaction targets with a goal to continuously improve our delivery of products and services.
Currency has endorsed a Supplier-Partner strategy focused on ensuring positive and productive relationships with our suppliers and partners to enhance our organizational effectiveness. Our business relations, both with our internal/external service providers and with our partners in the international community, have fostered a clear understanding of our common interests and the sharing of best practices.
Currency has recognized the importance of Knowledge Sharing through the creation of a seventh driver in the Business Excellence program, and developed a strategy to ensure that the management of information supports organizational objectives, collaboration and learning.
The Currency function’s success in achieving the Canada Award for Excellence from the NQI allows us to recognize and celebrate our commitment to excellence throughout all levels of our organization. Throughout this quality journey, we have seen measurable and ongoing change in our organizational culture. Through the implementation of quality principles and practices, we continue to inspire excellence in our work environment and business results.
Click here to see all the 2010 CAE recipients.
Carseland-Bow River Main Canal and McGregor Dam Rehabilitation Project - Alberta Transportation Province of Alberta
The Carseland-Bow River Main Canal and McGregor Dam rehabilitation project was a significant and lengthy undertaking under immense pressure to deliver, given the critical importance of irrigation to southern Alberta’s economy.
This complex water-delivery and storage system comprises a 65-km main canal and a 40-km reservoir, providing irrigation to 236,850 acres of farmland and water for industry, recreation, wildlife and towns within the Bow River Irrigation District.
The $135-million project began in early 2000 and was completed in the summer of 2009. Numerous difficulties developed during the design and construction phases that required innovative and technical expertise to overcome. This included working within short construction seasons, a mandate for uninterrupted water delivery and working to the satisfaction of the Siksika Nation.
Using principles of teamwork, partnership and business excellence, the project team employed its technical expertise, vision and leadership skills to provide quality client service and achieve exemplary results. Reflecting on lessons learned at the end of each project component helped the team improve.
The rehabilitated canal and reservoir system now provide a safe, efficient and reliable system with increased water delivery and storage capacity for all its users. The project also enhanced road and bridge safety, improved canal service roads, raised canal and dam embankments, improved flood and seepage control and improved environmental stewardship.
As well, the resulting increase in irrigated land boosted employment and the productivity of the land, thereby increasing economic activity in southern Alberta.
College of Physicians and Surgeons of Nova Scotia Halifax, NS
The College of Physicians and Surgeons of Nova Scotia is the regulatory body for the medical profession in Nova Scotia. By authority of the Nova Scotia Medical Act and Medical Corporations Act, the College is responsible for serving and protecting the public by regulating the practice of medicine and governing its members. The College’s core functions are to license, discipline, and establish and maintain guidelines and standards of practice for physicians practicing in Nova Scotia.
The College is also responsible for two associated programs. The Nova Scotia Physician Achievement Review (NSPAR) manages a confidential survey process that give physicians practical, confidential feedback from their medical colleagues, co-workers and patients. The Clinician Assessment for Practice Program (CAPP) assesses the knowledge and skills of International Medical Graduates seeking licensure in Nova Scotia. The College is a non-profit organization based in Halifax with a staff of approximately 22 full-time and three part-time employees. Its governing Council consists of eight physicians who are elected from provincial regions, one physician appointee each from Dalhousie University and Doctors Nova Scotia, and five public members who are appointed by government. The Council and its nine standing committees meet at least quarterly. With an annual budget of roughly four million dollars, the College receives most of its revenue from annual license fees paid by physicians.
The College began implementing quality principles in 1997. In 2000, it adopted a Continuous Quality Assurance (CQI) program called “Focus on Excellence”. The College joined the National Quality Institute in 2001 and made a submission for the Canada Award for Excellence in 2002. This submission resulted in a site visit and the provision of valuable feedback, which was used improve CQI process. This included the creation of a staff-led quality council that oversees quality improvements. In 2003, the College received the Canada Award for Excellence – Gold Quality Award, and the NQI Healthy Workplace Gold Award in 2006. In it 2007, the College received the Order of Excellence, and in 2009 it was inducted into the NQI Hall of Excellence. The College has also received a number of local, national and international awards for its internal programs, and is proud of its commitment to sharing information about its CQI and healthy workplace efforts.
e-FMT Redesign of Freehold Mineral Tax - Alberta Energy Province of Alberta
About eight per cent of mineral rights in Alberta are privately owned either by individuals (freehold) or companies tracing back to homesteading and early Canadian Pacific Railway days. Oil and gas production from freehold land is subject to tax, which the Department of Energy collects. The Freehold Mineral Tax (FMT) supports services and infrastructure for all Albertans.
The FMT unit administers this tax, and in 2004, sought to replace a 23-year-old, labour-intensive paper system with an electronic process. In the early stages, internal practices were targeted, but it became obvious that industry was struggling with similar problems, so the project was opened to industry collaboration. The result revolutionized the FMT process. Stakeholders were brought together to form a project team that succeeded in designing two highly efficient systems - an internal system to automate daily operations and calculate taxes and an electronic interface between the department and industry.
Now complete, the project met all its objectives. Major successes include eliminating 80 boxes of mail annually and thousands of duplicate payments, accurately processing $300 million in tax assessments, streamlining processes by 50 to 93 per cent, and reducing annual costs by $264,000. The new e-FMT dramatically improved business while connecting industry and department representatives in a new, collaborative way. The FMT group received the highest rating — 87 per cent — on its industry satisfaction survey, received the department’s gold Pinnacle Award and was a Canada’s Government Technology Award 2009 honouree.
Groupe Esprit de Corps Inc. Montreal, PQ
The current economy and a very competitive marketplace require us to take on challenges, yet when we are absorbed in our daily work and come face-to-face with a challenge, notions of teamwork, cohesion, and superior health and energy often seem more myth than reality, whereas tiredness, mistrust, and isolation are far too often commonplace. Esprit de Corps proposes the opposite - that challenges at work are worth being taken on, especially when they are faced together! The more we have the feeling that our role or function within our workplace and community truly matters to others, the easier it is to find the strength to deal with stress and fatigue.
Our mission: To help create stronger, more efficient teams and individuals by the realization of life-changing training and challenges. Our vision: To establish ourselves as a reference world-wide as providers of a service that helps our clients be better-equipped to face their daily challenges. Through an innovative and structured management program - your teams will have a unique experience and contribute to enhanced group dynamics amongst participants (team-building), develop talent attraction (promoting your company), and improve their lifestyle habits (health). To do so, we use activities and seminars lasting from one hour to a weekend, combining stimulating feedback, recognition, and acknowledgement among participants, a surprising and energizing experience contributing to participants’ complicity and developing greater leadership.
Since 2005, Esprit de Corps has organized with its clients more than 90 ‘defis’* throughout North America and Europe (eg. biking across Canada, relay race Montreal - New York, climbing Mt. Washington, crossing Brittany, and relay-biking between Ottawa and Halifax). Our customers include companies such as L’Oréal, Agropur, and Pomerleau, that can attest that the intended results for their corporations are long-lasting. Believing it is important to lead by example, teamwork is a high priority among our staff. Following our missive, we have completed small and great ‘defis’ with both our administrative staff and coaches to make our own team stronger and more efficient. However, seeking further improvement and to support an initiative related to our field of expertise, we have since 2009 complied with the rules and regulations required to become certified as a ‘Healthy Enterprise Elite’ – the first ISO norm of its kind, internationally, conceived by GP2S (Group for the Promotion and the Prevention of Health).The norm requires that companies comply with conditions in four areas: safety and security at work, work/life balance, health, and management practices. Here are a few examples of how we have put the norm into practice in our first year of certification: (*Note these were our objectives - efficacy is listed where applicable)
Safety and Security:
Work/Life balance:
Health:
Management practices:
Our first year of certification ended in September 2010 on a high note. Anonymous surveys, as requested in compliance with the norm, were conducted on several occasions during the year and demonstrated a high level of satisfaction on behalf of employees with the changes that have been made. Moreover, the ‘elite’ category of this ISO norm implies that all levels of management within the company are involved in the process. Following the first year of certification, the management of Groupe Esprit de Corps is highly pleased with the results and believes that the norm will continue to contribute to promote a positive work climate as well as stimulate productivity and innovation and ultimately the growth of the business in years to come. Our services: *‘Defi Esprit de Corps’ A ‘Defi Esprit de Corps’ is :
Team-building activities
Workshops
Life coaching
Group training sessions
Histovet Surgical Pathology Guelph, ON
Passion . . . with a Plan!
Histovet Surgical Pathology is a private veterinary diagnostic laboratory based in Guelph, Ontario. We interpret tissue biopsies from sick dogs, cats, and other pets from veterinary clinics across Canada and in six foreign countries. We started 30 years ago with a microscope and a typewriter - and a commitment to be the gold standard for accuracy, clarity, thoroughness, and timeliness in the interpretation of surgical biopsy samples. In a business environment in which mission statements and quality policies often promise a lot more than the customer actually receives, we were absolutely committed to being different. We realized right from the start that just making great diagnoses would not be enough to create and maintain an "image of excellence" that would set us apart from the competition. The entire package from sample pickup to telephone answering, case reporting and database management all had to be excellent so that no link in the chain detracted from the quality of the entire business. In fact, client surveys repeatedly told us that, just as consumers assume that all carpenters know how to hit a nail, veterinarians implicitly assume that any properly trained pathologist can make accurate diagnoses. The difference between an adequate diagnosis and an exceptional diagnosis is generally not even perceptible to them. What is perceptible, however, are all of the elements surrounding and supporting those diagnoses. We decided right from the very beginning that all elements of the business needed to achieve the same level of excellence as the diagnoses, and that no part of that support system was less important than the diagnostic core.
Faced with the pressure for continued expansion, we had to make a decision. We deliberately chose to question the common belief that the most tangible indicator of success is growth. We decided that our commitment to quality was best served by remaining small and therefore in absolute control of our process and output. In fact, before and after that pivotal decision, almost all of the most important decisions in our "journey of quality" were guided by this single and unwavering commitment to excellence. As always, a few were made just by chance but of course we have been wise enough to take credit for them after the fact!
The quality journey has spanned almost 30 years, but it seems like only yesterday that we were just starting out.
In the Beginning . . . a microscope, a typewriter, a telephone, and a mailman. The 1980s :
The Middle Ages . . . a computer, a database, a fax machine and a courier! The 1990s:
The 21st Century . . . a communication revolution shrinks the world! 2000-2010:
Homewood Health Centre Guelph, ON
There is no place like Homewood.
Homewood Health Centre is a leader in mental health and addiction treatment, providing specialized psychiatric services to all Canadians. Located in Guelph, Ontario, Homewood has been improving lives since 1883. Unique in Canadian health care, Homewood is a highly specialized provincial and national resource. A fully accredited facility, Homewood has always achieved the highest standards in quality care.
Homewood Health Centre is a wholly owned subsidiary of the Homewood Corporation. The Corporation is a multi-faceted health care company. Its focus is providing excellence in specialized mental health and addiction programs, behavioural health services provided through an Employee Assistance Program, and senior living communities focused on retirement and nursing homes offering a continuum of care to older adults. Established more than 127 years ago Homewood Health Centre is the largest privately owned mental health centre in Canada. Homewood offers in-patient and out-patient treatment for mental illness and addictions to more than 4,000 patients each year.
The Homewood Corporation provides the strategic direction for the health centre. Its strategy is to be a leader in the health care industry both today and in the future. The Corporation's primary objective was to create one vision statement for the entire organization that is concise and that everybody in the organization can understand, embrace and be energized by. It is a vision that touches a universal, highly desired truth, need or want in everyone. This vision is "to be recognized as a leader in improving an individual's quality of life". Improving an individual's quality of life is the single most important element of our strategy and is the focus for every employee and volunteer in the organization
Throughout its history, Homewood has shown care and concern for its employees. In the early years, Homewood staff were referred to as Homewood "family" and many lived on site. As Homewood evolved, employee needs, both professional and personal, have remained a priority. The hospital’s culture of respect, values, employee suggestions, employee morale and well-being have always been of primary concern.
In the past 16 years, Homewood has implemented, in a systematic way, a review of its workplace health, based on benchmark criteria. The Healthy Workplace Policy, which provides the organization with guidance and direction for a healthy workplace, states that health is everyone's responsibility, from leaders to managers to employees. The Healthy Workplace Policy acknowledges that there are many factors at home and at work that can contribute to good- or ill-health. Homewood believes that a responsible employer must work with staff to promote health, prevent illness and provide a supportive, safe, and healthy work environment.
We strive to exceed quality standards that will produce extraordinary outcomes and caring environments, setting us apart from others. In addition, the health centre bases its decisions on data and utilizes outcome studies in all of its programs. All data is analyzed to identify where improvements or patient satisfaction could be enhanced.
Our commitment to excellence requires that we go further. Homewood’s affilitiate, the Homewood Research Institute, in conjunction with international researchers are gathering data to develop scientifically-sound, clinically-relevant health information systems to support decision-making by consumers, clinicians, managers, and policy makers.
And beyond that, the Health Centre has created an affiliate, the Centre for Organizational Health at Homewood, to explore the connection between emotional well-being and human productivity. The latest research on workplace health reveals a need to re-examine management practices at all levels to achieve the transformation required by organizations to support healthy workplaces.
Homewood is devoted to the philosophy that “friendly and professional services are what make us the best”. We know that without the skills and expertise of employees, along with their caring and compassionate attitudes, Homewood could not provide the services it does and enjoy the level of success it has achieved as an organization.
In order to ensure the strategic direction of the corporation, Homewood Health Centre must exercise Quality and Excellence in everything it undertakes.
Thank you to the staff and volunteers, and thank you to the Homewood Health Centre Board of Directors for your encouragement and your guidance. Together, we are improving life.
Everything we do at Homewood relates to a healthy workplace.Quality at Homewood - It’s what we do!
Modernization Division, HROntario, Ministry of Government Services, Government of Ontario Province of Ontario
Modernization Division, Ministry of Government Services, is one of five divisions comprising HROntario, which was created with the goal of ensuring the Ontario Public Service (OPS) has the right people, in the right place, at the right time to achieve government priorities and ministry business results. The Division’s mandate is to build and enhance the capacity to create, implement and sustain transformational change within the OPS.
Modernization Division is made up of two branches: the Project Management Centre of Excellence and the Transformation, Innovation and Excellence Branch. Since the division’s establishment in 2005, Modernization Division has become a recognized leader, trusted partner and expert to drive transformational change and deliver results.
In July 2009, we set out to achieve Level Three Certification in the NQI Ontario Public Service Progressive Excellence Program. For this application, we opted to include the results of the 2009 OPS Employee Survey, the opportunities identified for improvement in our Level 2 results, as well as the requirements of Level 3, providing the best opportunity to make substantive gains in both organizational excellence (OE) and employee engagement (EE).
We wanted to build an even stronger foundation for the Division to achieve excellence and work towards continuous improvement in all aspects of our work. As part of our work to achieve Level three, we also had other specific and important objectives in mind. We wanted to ensure that this initiative would address necessary improvements identified in the recent staff survey. By addressing Modernization Division’s 2009 Employee Survey priorities, we aimed to build a framework for action into the NQI “leadership” and “people focus” criteria. Lastly, using the Division as a best practice, we wanted to “model the way” for other organizations with respect to organizational excellence, NQI and employee engagement.
A rigorous assessment process was undertaken by a dedicated team and validated by staff and managers of the Division. The findings suggest significant gains had been made in all six NQI criteria since the Level One/Two assessment in 2007! The incorporation of the 2009 OPS Employee Survey data within the assessment process provided added insights into the Leadership and People Focus criteria, allowing the assessment team to better understand where focus going forward might be required.
After an extensive process of evaluating, modifying and strengthening our Organizational Excellence (OE) initiative, we submitted our application for NQI PEP Level Three Certification in April 2010.
Mullen Trucking LP Aldersyde, AB
For 60 years Mullen Trucking has been moving freight and providing its customers with solutions to their transportation needs. Today Mullen is a logistics expert specializing in the transportation and handling of specialized and oversized shipments throughout North America. We are recognized as one of Canada's leading carriers operating a fleet of 136 power units, 408 trailers, many of which are specifically engineered to transport the heaviest loads, employing over 207 employees and contract owner operators.
Mullen Trucking is a wholly owned subsidiary of the Mullen Group Ltd. (a publicly traded company listed on the Toronto Stock Exchange – MTL) one of Canada's largest corporations.
OUR QUALITY JOURNEY
Ever since our founder, Roland Mullen, entered the trucking business in 1949 Mullen has been committed to the fundamental principle of providing the highest level of customer service while staying true to the core values of integrity, trust and respect. These simple concepts were easy to implement in the early days when the company was small and under the guidance of its founder. However, as the company grew and the business became more complex it became a challenge to keep true to our founding principles and values. We knew what we had to do, we knew what we wanted to do, but we had lost our way until we were introduced to the concept of Quality in the late 1980's.
After several failed attempts and disappointments, primarily because we thought that Quality would be easy to implement within our organization, the owners of Mullen made a full commitment to implement Quality throughout the company in 1990. This was the renewed beginning to the Quality Journey. This new approach began as a bottom up initiative where employees were challenged to design and implement programs that would support them in their day to day activities and ultimately eliminate the barriers to achieving our stated objectives. With the support and guidance of Mullen's ownership the Quality Journey began to take shape and deliver results. By 1996 we were so confident in our achievements that we filed our application for the nationally recognized business excellence awards through the National Quality Institute. Our submission was followed up with a site visit by the Institute which provided a feedback report, a tool that we used to continue our Quality Journey.
Until this time we had utilized the teachings of Phil Crosby and his Absolutes of Quality Management to guide us through our journey. However, based upon the feedback from the National Quality Institute, we recognized that we needed to formalize improvement initiatives and document processes throughout our organization. To help achieve these goals we embarked on a program to personalize our Quality Journey which was ultimately designed by our employees and branded as our own program - ON THE ROAD TO QUALITY.
In 2001 our training programs were well established, work procedures were documented and critical business processes were being measured, all of which provided our team with the confidence to begin the work required to once again apply to the National Quality Institute. But this time we were not after awards and recognition, we were simply after feedback to help support our Quality Journey. In 2002 Mullen was granted a site visit which resulted in being selected by the Institute for the Award of Excellence in Quality, an honour embraced and celebrated by our entire team.
In 2009, in commemoration of our 60th Anniversary, we decided to once again benchmark our company against the very best organizations. Application was made to the National Quality Institute followed by a site visit in 2010 and once again being rewarded with the prestigious CANADA AWARDS for EXCELLENCE.
And the Quality Journey continues! It is not a sprint; it is not a marathon; it is a Journey.
ON THE ROAD TO QUALITY – Our Program
The Trucking/Logistics industry is a very competitive industry and extremely risky business, primarily due to the number of variables associated with the transportation of goods in North America. To successfully address these challenges Mullen committed to the creation of a quality work environment whereby all employees are proud of the company they are part of, are empowered to make decisions that will benefit the company, and are entrusted with the responsibility of providing outstanding customer service and to do so safely. To achieve these objectives Mullen developed its own ON THE ROAD TO QUALITY program, which has been documented in a manual known as Strategies for the Successful Organization and is based upon the following four basic elements:
“As a Company and as individuals, we accept the responsibility and the challenge of providing each and every customer with our very best. Our goal of TOTAL CUSTOMER SATISFACTION will be achieved because we are committed to the process of continuous improvement. The Company will provide all employees with the necessary equipment, facilities, technology, training and systems required to pursue the goal.”
(*Printed with permission from The Achieve Group)
By committing to these four basic elements Mullen develops leaders, not managers, who are committed to achieving the stated goals of: Superior Profitability and Excellence in Safety.
BENEFITS OF THE QUALITY JOURNEY
There have been many benefits of our Quality Journey which are best summarized as follows:
OUR DEDICATED PEOPLE – by striving for job security, a quality work environment, growth opportunities and monetary gains, Mullen Trucking has become an employer of choice and is recognized as an industry leader which is reflected in our better than industry turnover.
Office of the Ombudsman at Canada Post Ottawa, ON
A TEAM WITH A FAIR VIEW
The Office of the Ombudsman at Canada Post, created in 1997, is the final appeal authority for postal service complaints that have not been resolved to the customers’ satisfaction by Canada Post. The Ombudsman operates at arm’s length from Canada Post and reports directly to the Chairman of the Board of Directors, which maintains the independence any Ombudsman needs to be effective.
The Ombudsman strives for impartiality, fairness and objectivity in the consideration of complaints and advocates for equitable resolutions. Although we have no legislative power over Canada Post, we seek complaint resolution through recommendations to Canada Post. Our recommendations help improve company processes, amend policies and reinforce compliance with procedures.
The office deals in high volumes. In 2009, we responded to 6,209 requests for assistance from Canadians; 3,708 required an in-depth investigation.
WHY CHANGE SOMETHING THAT IS NOT BROKEN?
Despite its rich history and experience base, our office had untapped potential that needed to be developed if the team truly believed in the vision that they had set for themselves: to be recognized as a best-in-class service-sector Ombudsman office, dedicated to improving the customer’s overall experience.
Furthermore, the team had defined and embraced a set of core values that promote themes of quality, collaboration, responsibility, respect, continuous improvement, integrity and work-life balance. Having done so, we could no longer measure success with a single yardstick. In fact, we needed to redefine success in order to bring our vision and values to life. Knowing why we had to embark on a deep change journey was less than half the battle. Figuring out how was even more critical. The team had not undertaken significant change for some time. We had burning leadership questions about how we would: build alignment around a truly customer-centric business strategy; create opportunities for meaningful employee participation and development in our transformation; and introduce process and outcome measurement to drive factual decision-making and accountability. Of course, our challenges resonated so well with the intent of the Business Excellence principles. If tested on an Ombudsman’s operation, would the Business Excellence Framework prove relevant and effective?
We discovered that quality is quality, regardless. Once we fully embraced the customer experience as our paramount consideration in the redesign of our business processes, it became clear that the Business Excellence principles were transferable to our operation. In fact, they complemented our profession’s code of ethics. We did not have to compromise one for the other.
MEASUREMENT IS KING!
If we are in the business of fixing broken customer trust and confidence in the Canadian postal service, how will we ever know if we are making a difference? Simple – we decided to ask customers to assess their experience in dealing with us. We would ask about ease of access; timeliness; their perception of thoroughness and of our staff’s empathy. The voice of the customer would become our measure of success. At first, this seemed risky— and understandably so. Some 30 to 40 per cent of our investigations reach outcomes that do not support the resolution the customer sought when he or she contacted us. We wondered how fair these customers would be in assessing their experience with us, and we were concerned that these cases would skew our results. We discovered that customers are capable of fairness as they assess us—regardless of the outcome of our investigation into their complaint. We now have 18 months of rich customer feedback that helped us re-engineer many of our business processes and that supports our confidence in our customers’ fairness. Our case managers are consistently rated by customers 9/10 – a score that signals best-in-class performance in the customer value management field.
Our ultimate measure of success consists of the customers’ likelihood to recommend our office to someone who may experience similar problems with their postal service. We achieved a 7.5/10 after our first year of driving improvements through customer value metrics. We are targeting a 3 per cent year-over-year improvement in likelihood to recommend. Working toward this goal will keep the customer at the heart of our business strategy.
PROCESS MANAGEMENT PAYS OFF!
It is tedious and difficult to redesign, document and build the right indicators to internal processes when the customer experience trumps all other considerations. Is it worth the time and effort? You bet! We achieved a 4-per-cent cycle time improvement in our first year. We introduced a triage process in our second year, which provides customers with an up-front service promise of 8, 10 or 20 days to closure, depending on the nature of their complaint. To put this in perspective, just 18 months ago, the time to closure fluctuated between 20 and 40 days. Yet our performance against our more ambitious triage service standards proudly stands at 99 per cent. There is no doubt that we have enhanced the customer experience through process management methodology.
THE SOFT STUFF IS THE HARD STUFF!
With improvement initiatives triggering change on all fronts, leadership’s approach to the change imperatives was even more critical than the deployment effort itself. Many changes involved a significant shift in the team’s paradigms regarding how an Ombudsman’s office should conduct business. Some staff faced a leap of faith; everyone had to get used to different work methods and performance standards. A new standardized performance scorecard with structured quarterly measurement and feedback was instrumental in clearly spelling out what success in our Business Excellence transformation looked like—and helped anchor our progress. With the scorecard’s redefined accountability came the need to refocus job competencies on the new parameters of success and the need for ongoing employee assessments. Now employee training and development is prioritized against the competency assessments for personal and professional growth, and we have a strategic lever to build competitive skill sets that will allow us to continuously improve our performance.
While team members had long prided themselves on their individual contributions, success now encompasses expectations around team work and team leadership. This reinforces everyone’s involvement in continuous improvement, knowledge transfer and business continuity – always with the goal of enhancing the customer experience. Now, every member of our team has a more holistic view of their role, thanks to the Business Excellence environment in which we work.
INDEPENDENCE ON ONE HAND … COLLABORATION ON THE OTHER
With more than 6,000 customer touch points experienced in any given year, the team’s insights on how Canada Post’s products, services, policies and procedures affect customers coast to coast were an untapped resource as Canada Post pursued its own strategies to improve the customer experience.
Bringing visibility to our trends and complaint outcomes while protecting customer confidentiality was of the utmost importance if we were to fulfill our mission to help improve the Canadian postal service. At the same time, we needed to protect our arms-length relationship with Canada Post, and remain impartial and credible—particularly in our customers’ eyes. For our key stakeholder, Canada Post, to value us as a business asset, executives and front-line management teams needed to “feel and touch” the output of our office in language and data that would be meaningful to them. Our application of a Business Excellence lens to our relationship strategies has had this multiplier effect. We now rely less on a push strategy to create visibility; our key stakeholders pull on our insights, learnings and aggregate data trends to shape their improvement priorities.
RAISING THE BAR!
The Ombudsman profession celebrated its 200th anniversary in 2009. Found in nearly every country and institution around the world, Ombudsman offices vary widely in size and scope. Yet universally, the profession prides itself in righting a wrong – in making a difference in people’s lives – in making an institution more accountable to its constituents.
Ontario Ministry of Labour Province of Ontario
The Ministry of Labour is honoured to be awarded the National Quality Institute’s Progressive Excellence Program Level III Healthy Workplace certification and the Canada Awards for Excellence silver award. As an organization committed to the advancement of safe, fair, healthy and productive workplaces in Ontario, the ministry is proud to lead by example by ensuring a healthy workplace for its own staff.
This award marks a milestone for the ministry, highlighting it as a world-class organization capable of practicing what it preaches. The ministry values the contributions and dedication of its employees in achieving this award and is excited to continue its excellence journey in creating and advancing healthy workplaces across Ontario. The ministry began this journey in 2003 when its largest division, Operations Division, took the lead. Operations implemented various health and wellness policies, programs and initiatives, leading to the division being awarded NQI’s PEP Level I Healthy Workplace certification in 2006. Operations continued to build upon these and other successes, achieving Level II certification in 2008. Healthy workplace commitment and planning has always been a priority at the Ministry of Labour. In addition to previous ministry-wide health and wellness initiatives, many Operations programs and policies that fulfilled Level I and II criteria are now ministry-wide initiatives available to all divisions, agencies, boards and commissions. The ministry also participates in many health, safety and wellness practices of the larger Ontario Public Service.
The NQI’s PEP has and will continue to serve as a useful roadmap for the ministry. It set the stage for our long-term commitment to a healthy workplace at Level I and guided our strategic planning for the creation of a healthy workplace at Level II. It now is being used to keep us on track and focused as we continually develop, implement, and evaluate healthy workplace programs, policies and initiatives at Level III. Through this process, the ministry has become a role model for healthy workplace initiatives.
Programs and Services Website Redesign Project - Service Alberta Province of Alberta
In 2008, the Programs and Services website conducted a major site redesign project using the latest in web technology to deliver information that is more user-friendly and adheres to the Government of Alberta’s corporate branding.
This project delivered on a key 2008-09 Service Alberta business plan goal to “provide Albertans with accessible, secure and high quality government information and services.”
Starting in January 2008, Service Alberta engaged other ministries, Albertans and usability experts to acquire feedback on project deliverables. The team collaborated through its cross-ministry web development council and consulted with key department contacts to capture all required information and links to department programs and services. In addition, it analyzed responses from an annual citizen satisfaction survey, website feedback data and user testing to ensure the redesign would address client needs and increase satisfaction with the site.
The website is now the best place for Albertans to go for one-stop access to online services. Technologies such as Google Search, Google Maps and multi-language search functionality make it easier for Albertans to find what they need. As a result, the number of emails from website visitors dropped by 57 per cent from November 2007 to November 2009, reflecting a dramatic reduction in unsuccessful searches or follow-up inquiries.
Real Estate Board of Greater Vancouver Vancouver, BC
The Real Estate Board of Greater Vancouver (REBGV) has been on a quality journey for 14 years. We view this journey as a never-ending strategic approach to, and application of, quality principles and practices in the areas of leadership, planning, customer service, people engagement, supplier/partner focus, process improvement and organizational performance.
In short, we employ a disciplined approach to quality that ensures we continually get better at everything we do.
Our commitment to these principles has allowed us to build upon our proud 91-year history. In 2005, we received the Canada Awards for Excellence Silver Certificate. In 2007, we earned the Canada Awards for Excellence Gold Certificate. That same year, the REBGV was honoured as 2007’s sole inductee into the Vancouver Board of Trade’s Business Hall of Fame. In 2009, REBGV was named the best professional association, and the sixth best company in the ‘Under 100 Employees’ category, in BC Business Magazine’s annual Best Companies to Work For in BC.
REBGV is a not-for-profit professional association that serves over 10,000 REALTORS® and their companies in the Greater Vancouver region of British Columbia. We provide a variety of products and services to members, including the Multiple Listing Service® (MLS®), research and statistics, education and training, professional standards and arbitration services, public and media relations, computer support, advocacy and more.
While a forerunner of our board was founded in 1888, the Real Estate Board of Greater Vancouver has been in continuous operation since 1919. Our association has a long and prestigious history in our city.
Through the years, REBGV has been a tenacious advocate on behalf of homeowners. Our influence can be seen in areas like the B.C. Government’s 2009 Budget. Changes to the proposed thresholds for HST taxation on new homes, Property Transfer Tax, and the Home Owner Grant will help home purchasers and existing homeowners throughout B.C. Our REALTORS Care® charitable arm has raised funds for numerous groups: Multiple Sclerosis, Canuck Place, BC Children’s Hospital and other charities in the many communities our REALTORS® serve.
We have a reputation for pioneering initiatives that benefit real estate practitioners across the country. In the early 1950s, we began using the term Multiple Listing Service®. In the 1960s, we transferred ownership of that MLS® brand to the Canadian Real Estate Association for use by all Canadian REALTORS®.
We created one of North America’s first computerized MLS® systems in the 1970s, and shared it freely with Boards across Canada. Greater Vancouver collaborated with the Fraser Valley, Calgary, Edmonton and Chilliwack real estate boards to pioneer a national intranet system for REALTORS®, as well as a regional MLS® system which stands as a model of cooperation for boards and associations across the country. That project combined several MLS® data bases into one – giving our members (customers) seamless access to information they need to do business on a daily basis.
Today, we have a solid program in place aimed at continuously improving our products and services. We believe our quality program ensures that we continue to build the legacy of our organization rather than live off it. We are excited about what’s ahead as we continue this progressive journey towards world class excellence. We give staff the freedom to use their creativity to achieve the goals they are asked to complete. It is our job to provide a clear description of the results we want and to prescribe as few of the “means” as possible. We think in terms of rewarding results, not effort. As such, we believe it is fundamentally important that staff have the right tools and training to be successful in their jobs. For example, in 2009 we provided training for all staff in root cause analysis to further their ability to problem-solve effectively. We also hold regular Lunch and Learn sessions that offer opportunities for professional development and self-improvement.
Our methodology for improvement relies on the NQI quality criteria — leadership, planning, people, customer, supplier/partner, process management, and organizational performance — in our daily work. We work on a ‘best person, best practice’ philosophy in which process improvement is conducted by teams of people drawn from across departments and, where appropriate, includes our partners and/or suppliers.
This process allows us to identify fail points, create efficiencies and continuously improve our service to members. We address each fail point systematically and document actions taken to implement improvements. REBGV undergoes a self-assessment process to confirm we are on the right track.
We rely on feedback as an integral component of our Total Quality Service Program, issuing an annual member survey, an annual employee survey and an internal quality survey. We also conduct public research, member and public focus groups, member ‘linking’ sessions and one-time polls to gather information from our members and other audiences to assess our services and major products as well as public opinion of REALTORS®.
Results are analyzed and reviewed at strategic planning sessions and action plans are created to determine future priorities and improve our services. Our research has led to an industry-wide understanding of the key issues affecting REALTORS®.
Now in the 14th year of our quality journey, we continue to work to meet NQI standards. Our primary motivation for remaining committed to a quality program is to continuously improve our customers’ experience with our organization. We also encourage partners to begin their own quality journey. Earlier this year, two prominent real estate associations in the country joined the NQI after consulting with us about our experience. Our quality journey weaves through the rich tapestry of our history. Our founders united to form a society in support of people engaged in the business of real estate and the communities they serve. We believe our efforts are in keeping with the past they built and the future we envision.
Rhodiola Rosea Commercialization - Alberta Agriculture and Rural Development Province of Alberta
The Rhodiola Rosea Commercialization project created a successful “field-to-medicine-cabinet” model for the rapid development of natural health product businesses in Alberta. Over 75 experts from Alberta government, industry and growers joined to create a first-to-the-market response to an emerging opportunity.
The project contributed to Agriculture and Rural Development’s (ARD) strategy of creating value-added products and expanding markets by being the first in the world to cultivate and process a new crop, Rhodiola rosea, and sell it as a natural health product in three European countries. Project partners developed optimal agronomic practices for Alberta growers, prepared products for licensure and clinical trials, and attracted a multi-national buyer.
The project also contributed to ARD’s strategy to build capacity and sustainability in rural Alberta through the Alberta Rhodiola Rosea Growers Organization, a processing facility in Thorsby, and contracts to sell product for the next four years. The innovations arising from this project have created a firm foundation of science, quality management and agricultural practices, and marketing that will support a sustained product life and a profitable return on investment for Alberta and Albertans. Providing manufacturers with high quality Rhodiola rosea products that are supported by Health Canada standards will give Canadians and others around the world access to a safe, efficacious product to relieve stress and thus improve quality of life.
Saint Elizabeth Health Care Markham, ON
ABOUT SAINT ELIZABETH HEALTH CARE Saint Elizabeth Health Care (“Saint Elizabeth”) has been a trusted name in Canadian health care for more than a century. Today, an award-winning organization and not-for-profit charitable leader, our dynamic talent team of more than 4,500 nurses, rehab therapists and personal support workers deliver 3.8 million health care visits annually. Our staff are backed by a 24/7 best-practice clinical support network and work in a variety of home and community care settings. Collaboration and client-focused care are hallmarks of our values-driven culture. Our new organizational vision, to honour the human face of health care, drives our commitment to provide exceptional care and education to clients, with a focus on understanding each experience and how to best meet evolving needs.
Saint Elizabeth’s vision extends to all Canadians and reaches beyond national boundaries. Our collaborative approach is making a different in First Nations communities for example. A partnership with the Assembly of Manitoba Chiefs and Health Canada is helping more than 173 First Nations communities prevent, treat and care for diabetic foot ulcers. The groups are using our web-based knowledge products free of charge to improve health care quality and delivery at a local level. Internationally, we have worked with the government of Trinidad and Tobago to establish and improve community and home-based health care. A nationally recognized employer, Saint Elizabeth has been the recipient of several awards including Canada’s 50 Best Employers, Best Workplaces, and the Best Practice Spotlight.
OUR QUALITY MANAGEMENT SYSTEM Saint Elizabeth’s Quality Management System (“QMS”) combines people, processes and technology to monitor, record and evaluate our service to clients, funder expectations and internal standards. The intent of the QMS is to ensure the provision of phenomenal care through continuous measurement and improvement.
External standards are an important part of our QMS. Our performance targets are identified and measured by legislation, professional regulatory colleges, accrediting organizations and quality associations, like the Canadian Patient Safety Institute, Accreditation Canada, the Institute of Safe Medication Practices, and the Quality Health Care Network.
Using various technological systems, Saint Elizabeth is able to produce a series of reports that detail a comprehensive range of performance indicators that evaluate all aspects of our business. Saint Elizabeth’s investment in a robust technology infrastructure supports data collection and reporting activities by ensuring data integrity and enabling reports that help meet the evolving information needs of staff, clients and funders.
Although quality leadership at Saint Elizabeth starts with our Board of Directors, including our President and CEO, staff at all levels are empowered to identify improvement opportunities. Performance results are used by staff to support evidence-based decision making and ensure timely improvements when client expectations or targets are not met.
ACCREDITATION Saint Elizabeth’s participation in the Accreditation Canada process demonstrates our commitment to continuous quality improvement and adherence to national standards. In 1998, Saint Elizabeth was awarded its first three-year accreditation by the Council, and has since then achieved four successful three-year accreditations, the most recent in June 2010. The recent results confirm that Saint Elizabeth employs leading practices and complies with all standards.
NATIONAL QUALITY INSTITUTE (“NQI”) In accordance with our corporate vision and strategic direction, Saint Elizabeth applied for certification by NQI in 2008 using the organizational quality and wellness criteria for the health care sector, Levels 1, 2 and 3. In 2010, we pursued a Level 4 recognition. The NQI certification has provided a framework that we have used to encourage continual improvement to our programs, services and operations.
Our objectives in applying for this recognition included:
Teams from across Saint Elizabeth participated in a self-assessment and gap analysis, as well as a verification visit and interview. In June 2010, Saint Elizabeth achieved the NQI-PEP® Organizational Quality and Wellness Criteria – Health Care Sector Level 4 Certification, demonstrating our evolution through systematic implementation of preventative approaches and practices.
We at Saint Elizabeth look forward to maintaining our relationship with NQI as a key part of our ongoing pursuit of progressive improvement and sustained exceptional performance.
Toronto East General Hospital Toronto, ON
Toronto East General Hospital (TEGH) is a large, urban, full-service community teaching hospital that has proudly served the diverse, multi-cultural population of South East Toronto for over 80 years. We provide a full range of primary and secondary acute care services, as well as complex continuing care, and are a respected teaching partner of the University of Toronto and other educational institutions. TEGH is committed to achieving the highest standards of patient care, teaching, innovation, community partnership and accountability: Above all, we care.
We are committed to living our Mission, Vision and Values and to sustaining the culture that has been developed, where a focus on quality, wellness, and continuous improvement is a way of life for everyone, from the Board of Directors all the way to the front-line staff. We believe that quality combined with a healthy workplace is vital to the attainment of our success factors and to achieving our goal of making TEGH the best place to give and receive care.
To demonstrate our commitment to quality and wellness, we created a structure to support our journey, which included establishing a Quality & Organizational Safety portfolio and Performance Excellence Committee to support and focus our quality and excellence journey.
From its inception, our quality journey has been based on the development and use of meaningful measures including our Strategic Management System, Strategic Plan and Accountability Framework, which have provide an operational framework under which the organization has successfully managed for many years.
With initial structures in place, we turned to the National Quality Institute (NQI) for further support in work processes and tools and education focused on quality improvement and healthy workplaces. Our membership with NQI became effective in 2003. Our journey started with learning about the Quality Criteria for Public Sector Organizations and training key personnel in the NQI Quest for Quality Program. An in-house Quest for Quality program was implemented, with resulting improvements in patient flow and discharge planning.
SEEING RESULTS
Enthusiasm began to grow as more employees were exposed to the results of improvement initiatives and began to actually “see” the changes that they had been part of creating. During the course of our journey, we measured and monitored to ensure we were meeting and exceeding industry targets and benchmarks. A rolling 3-year Strategic Plan, a Balanced Scorecard, and satisfaction surveys from patients, staff and physicians were some of the ways we tracked our progress. Results clearly demonstrated success, showing measurable and sustained improvement in the strategic priorities being monitored.
OUR PROGRESSIVE EXCELLENCE JOURNEY
After laying the structure and demonstrating positive outcomes, TEGH embarked on a plan to tackle the NQI Progressive Excellence Program (PEP). In 2004 we earned NQI PEPâ Level I for Quality Criteria (Public Sector). In 2005 we earned NQI PEPâ Level I for Healthy Workplace and NQI PEPâ Level II for Organizational Quality and Wellness Criteria (Health Care Sector) and in doing so, became the first hospital in Canada to achieve this level. In the fall of 2006, TEGH applied for NQI PEPâ Level III for Organizational Quality and Wellness Criteria (Health Care Sector) and was successful yet again, this time also achieving the Canada Award for Excellence at the Silver Level. In May 2008 TEGH became the first organization in Canada to achieve NQI PEPâ Level 4. In September of 2008, the National Quality Institute announced that TEGH was awarded the Canada Award of Excellence (CAE), Gold Level. OUR PROGRESS SINCE ACHIEVING THE CAE – GOLD LEVEL
TEGH has continued to progress and receive recognition for excellence since being awarded the CAE trophy in 2008. Believing that embedding quality measures ensures decisions will be made from a systems perspective and to provide a framework to monitor and evaluate our quality of care and service along with actual or potential risks, we developed the Integrated Quality Management Framework in 2009. The framework identifies our approach to quality and explains how monitoring mechanisms, key organization structures, tools and quality drivers each support the pursuit of excellence in quality and their interdependence produces a culture of continuous quality assessment at all levels of the organization. Recently, the TEGH Improvement System was launched. Building on the successful Emergency Department Process Improvement Program that improved wait times and patient satisfaction using process improvement strategies, the TEGH Improvement System is expected to improve efficiencies, decrease costs and improve the quality of patient care through the creation of a culture of continuous process improvement using proven methodologies, such as Lean and Six Sigma.
External validation of quality improvements at TEGH have continued over the past two years:
THE ORDER OF EXCELLENCE
Achieving the Order of Excellence in 2010, the highest level of certification from the National Quality Institute, is a great honour that reaffirms our sustained dedication to quality, wellness and continuous improvement. We do, however, recognize that our journey is never over and believe that continuous quality improvement and a healthy workplace is vital to the attainment of our Vision.
We will continue to work to improve and maintain the organizational culture that supports quality and innovation that has become the ‘essence’ of TEGH, as well as to use effective and meaningful measures to monitor progress moving forward.
Our quality journey has engaged all who are connected with the organization, making Toronto East General Hospital the kind of place where everyone believes we can really make a difference.
“Above all, we care”
Toronto Police Service Toronto, ON
The Toronto Police Service (TPS) is one of North America’s oldest and largest police services; policing an estimated 2.7 million people within the City of Toronto. With the strength of approximately 5710 uniformed, and 2500 civilian members, it services the City of Toronto’s population under the motto “to serve and protect”.
The TPS is responsible for policing the 630 km2 that makes up the City of Toronto. One way to understand the increasing complexity of policing in the city is by simply looking at how it is organized today. The TPS is comprised of police stations which are strategically placed throughout the city complemented with many specialized units:
The majority of the operational members work a 5 week rotating shift ensuring 24/7 service to the community. Members of the TPS are ethnically and demographically diverse. The TPS is also committed to hiring and promotional practices that are consistent to reflect the diversity of the City of Toronto. The TPS has been chosen as one of Canada’s Top Employers and one of Canada’s Best Diversity Employers for 2010, as selected by staff editors of Mediacorp Canada Inc.
The Toronto Police Service has established a strong foundation for a healthy workplace. The Service has been building a healthy workplace based on the NQI PEP criteria since 2004. It has already achieved recognition for levels 1 and 2, and now Level 3.
In the last 2 years, the Service has delivered multiple wellness programs to members across the Service, developed a wellness Intranet site, which was launched in March 2010, and delivered a hypertension and fatigue program across the Service. Pillar level working groups originally formed to address organizational health and culture have expanded their scope and delivered numerous personal health initiatives including ‘The Biggest Loser Challenge’, nutrition programs, and a drive for members to achieve fitness standards certificates.
The TPS is a large public sector organization that provides public safety and emergency services. As a result, it operates in a high regulated environment where many of the requirements of the PEP Criteria around safety, training, human rights and equity were already in place.
TPS Wellness Goals
Vision Statement, Mission Statement and Core Values
The vision statement, mission statement and core values of this organization reflect the importance of their members and the community in which they serve.
Vision Statement Our Service is committed to being a world leader in policing through excellence, innovation, continuous learning, quality leadership and management. We are committed to deliver police services which are sensitive to the needs of the community, involving collaborative partnerships and teamwork to overcome all challenges. We take pride in what we do and measure our success by the satisfaction of our members and our communities.
Mission Statement We are dedicated to delivering police services in partnership with our communities to keep Toronto the best and safest place to be.
Core Values
HONESTY We are truthful and open in our interactions with each other and with members of our communities.
INTEGRITY We are honourable, trustworthy, and strive to do what is right.
FAIRNESS We treat everyone in an impartial, equitable, sensitive and ethical manner.
RELIABILITY We are conscientious, professional, responsible, and dependable in our dealings with each other and our communities.
RESPECT We value ourselves, each other, and members of our communities, showing understanding and appreciation for our similarities and differences.
TEAMWORK We work together within the Service and with members of our communities to achieve our goals, making use of diverse skills, abilities, roles and views.
POSITIVE ATTITUDE We strive to bring positive and constructive influences to our dealings
Town of Markham Markham, ON
Markham, strategically located in the heart of the Greater Toronto Area, is one of the fastest growing municipalities in Ontario with more than 300,000 people. More than 400 corporate head offices and 900 high technology and life sciences companies are located in Markham. These two sectors generate a total employment close to 33,000, or almost a quarter of the total employment of 123,000. High quality facilities, a highly educated and diverse workforce, and a pro-business environment signify the many attributes that continue to attract world-renowned corporations to Markham, including IBM Canada, AMD, American Express, Motorola, Honeywell, Sun Microsystems, Johnson & Johnson and many others.
Markham has an elected Council of thirteen. Eight Ward Councillors serve constituents in eight wards. The Mayor and four Regional Councillors represent Markham’s interests Town-wide and on the York Regional Council.
Background: The Town started its excellence journey and embraced the NQI principles in 1997. Improvements such as customer satisfaction measurement, staff satisfaction surveys and a corporate business planning process were under the Quality Services/Quality People banner. When NQI introduced the Progressive Excellence Program, the Town adopted this nationally recognized program that is used by some of the county's most respected organizations as a benchmark for continuous improvement.
NQI Excellence Journey: The Town’s NQI excellence journey milestones are as follows: 2001 – PEP Level I Quality 2002 – PEP Level II Quality 2006 – assisted NQI in development of municipal criteria for integrated (quality and healthy workplace) framework 2008 – PEP Level II Integrated Quality & Healthy Workplace 2010 – PEP Level III Integrated Quality & Healthy Workplace
The Town’s approach to address the six drivers in NQI’s Quality Framework is as follows:
Leadership
The organization continues to implement practices to align its practices to the NQI Quality Framework and to incorporate quality and healthy workplace considerations into the highest level of administration in the organization, led by the C.A.O. & Commissioners Committee (CCC).
The CCC applies a continuous improvement mindset and regularly discusses quality and healthy workplace issues. Visible leadership was identified by staff as an area of focus and improvement efforts have been made. Greater alignment to the NQI quality framework was evident with corporate processes such as business planning and performance management and in training programs targeted at management staff. Developing a quality organization is seen as a journey and Markham continues to share its experience with others.
Planning & Financial Management
Markham is a recognized municipal leader in a variety of topics and initiatives, such as new urbanism community design, environmental and waste management practices, financial reporting, use of technology, etc. Sound planning and financial management practices are two necessary ingredients to Markham’s accumulated success. Markham has invested in improvements in the corporate planning and financial management processes.
Markham has made continuous improvement to two key corporate processes, namely corporate business planning and budgeting processes. Regular review of processes for improvement has also been provided by the Auditor General function. The organization has developed tools that are available for use by departments and employees. Currently, Markham is undertaking a project to develop a corporate framework and methodology for project management across the organization in a continuous improvement manner, including a dashboard for tracking purposes. Departments and workgroups are encouraged to undertake the appropriate level of review and assessment and to make planned improvements.
Citizen / Client Focus
As a public sector organization, having a citizen / client focus is of vital importance to the Town of Markham. It is reflected in the organization mission statement - “Working with the community to provide high quality municipal services that meet, if not exceed, the expectations of Town residents and businesses.” The mission statement guides the priority setting, programs, and services of the organization.
Markham continues to strive and make improvements. Following the development of Customer Satisfaction Survey and Citizen Satisfaction programs in 1998, a one-stop approach was used to develop a Contact Centre Department in 2003. Last year, the Operations Division began a project to pilot service planning review and there is plan for the Contact Centre to lead a customer services review this year. Additionally, influencing wellness in the community is important to Markham and it is incorporated into the responsibilities of select departments.
People Engagement
Markham has a dedicated and hard-working workforce. Staff positions fall within our non-union group or three bargaining units. Markham has a diverse workforce of full-time, part-time, and contract staff working out of a variety of municipally owned facilities. The organization has benefited from the variety of staff experience and expertise.
Staff satisfaction survey and regular staff communications, such as team meetings, are the key sources of information for improving this driver. The Recognition Policy has provided guidance for general corporate practices. Departments and work teams are encouraged to provide customized and relevant recognition. Staff teams are used regularly as one of the means to involve staff in decision-making or implementing improvements. Staff are encouraged to take part in training and teamwork.
Process Management
Markham provides many services and in so doing, is responsible for a great number of processes. There are two general types of processes: 1) those that are cross-organizational; and 2) others that are specific to a Commission, department, workgroup, or team. Departments that are influenced by legislated requirements generally have greater need for process documentation and management.
Two external factors are often catalyst for process management and transformation in Markham. They are technological solution (such as software applications) and legislated requirements. Additionally, certain processes are understood to be key ones and are subject to improvement effort and documentation.
Supplier / Partner Focus
The Purchasing Department is responsible for overseeing the policies that govern the purchasing procedures in the organization. Aside from the purchase of goods and services, departments may at times work closely with partners to achieve the service mandate and develop strategic partnerships.
The purchasing or procurement function is outlined in the Purchasing By-law and reviewed regularly for compliance to the by-law. In 2009, the Auditor General review the procurement process and recommended improvements. Staff received mandatory training in 2009. Departments are encouraged to seek and develop beneficial partnerships.
Markham Practices
“The Markham Way” includes a number of a number of practices to support our ongoing pursuit of excellence:
Windsor Regional Hospital Windsor, ON
Windsor Regional Hospital is a multi-faceted, health services teaching facility operating from two sites, the Metropolitan Campus and the Western Campus. Our Hospital provides Acute Medical and Surgical Services including Emergency, Family Birthing Centre, Neonatal Intensive Care, Paediatrics, Critical Care (ICU/CCU), Inpatient Oncology, Breast Health Centre, Family Mental Health and Addictions, Complex Continuing Care, and Physical Rehabilitation Services to 400,000 people in Windsor and Essex County.
Our organization is committed to supporting a comprehensive, patient/client/resident and family centered health system for the citizens of Windsor/Essex County. In association with our community partners, we provide a wide variety of services that contribute to the community’s health system.
In an effort to ensure operational excellence, a vision, mission, values and strategic directions document was developed through a Strategic Directions Committee that was comprised of front line staff, Directors, senior administration, physicians and Board members. We have embraced a strategic direction to become an Employer of Choice. Windsor Regional Hospital fosters an organizational culture grounded in respect among professions in which staff work with integrity and accountability. When situations arise that are inconsistent with a just culture, we provide support and resources for appropriate resolution. The continuous reinforcement of our mission, vision, and values throughout the organization reinforces the link to ensure everyone is working towards the same goal.
Windsor Regional Hospital is committed to providing Outstanding Care - No Exceptions! Through our Values of C.A.R.E (Compassionate, Accountable, Respectful, Exceptional), our Staff Recognition Program is easily identified throughout the hospital and community. Our mission on continuous improvement throughout the organization is customer focus, patient safety and quality and excellence in patient care being the highest priorities.
The staff is the engine that drives Windsor Regional Hospital . This includes employees, professional staff and volunteers. Windsor Regional has been recognized and honoured by local, provincial and national organizations for our many improvement initiatives. These include reduced wait times, patient safety unit, public reporting, and driving continuous improvement through our Quality of Care indicators.
Windsor Regional Hospital strives to provide up-to-date, relevant and clear communication to both staff and the public. Our Internet and Intranet sites provide 24-hour access to current information regarding our services and programs - encouraging everyone to become an active and ongoing participant in their own health and well being - a true partner.
Our Journey Begins… We continue to strive for excellence confirming our organizational strengths and identifying areas for improvement through LEAN initiatives and continuing to measure the overall success of all programs and operational changes as we move forward. Through Zero Based Budgeting, the organization embarked on an organizational review of structure, programming and budgets to ensure that as an organization we are meeting and exceeding the expectations of all of our stakeholders.
Windsor Regional Hospital is committed to creating a complete healing environment. We have many volunteers stationed across both campuses who ensure that visitors and patients are greeted upon arrival and aided throughout their visit - customer service is what we pride ourselves on. Windsor Regional has also introduced some exciting programs including the At Your Request® patient dining/room service, In Concert with Wellness which invites local musicians to attend the Hospital and share the joy of music with patients/families and staff, to the playing of Brahms Lullaby every time a baby is born at Windsor Regional Hospital. In addition, plans to develop a “Healing Garden” at our Western Campus are underway. The Healing Garden will provide a peaceful sanctuary for everyone to enjoy.
The Journey Continues…. We are required to continually evaluate and develop programs that build on the current culture and keep staff motivated to strive for excellence. Recognizing that the employees of our hospital are our most valuable resource keeps us committed to transparent communications, building respectful relationships, and maintaining a positive work environment. By fostering the development of employee-driven initiatives, through our Genius Lab, we recognize the importance of staff contribution towards being an innovative and forward-thinking organization. We understand the need to be flexible, adapt change and support our staff in creating a positive workplace culture.