Reproduction by any means, translation and distribution of this document, in its entirety or in parts, is prohibited without the prior authorization

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Reproduction by any means, translation and distribution of this document, in its entirety or in parts, is prohibited without the prior authorization of the Conseil Québécois d’agrément. However, reproduction of this document, in its entirety or in parts, for personal and noncommercial means is allowed, in the province of Quebec only, and provided that the source is cited. Photo credit: http://www.flaticon.com/

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Introduction

For over 20 years, the Conseil québécois d’agrément (CQA) has been offering its expertise and dynamism to publicly acknowledge the efforts and achievements related to the quality of services within organizations. The Innovative Environment distinction program fits perfectly within this vision: to recognize the expertise and initiative of organizations regarding innovation.

The Innovative Environment distinction is valid for four years. Designed in two phases, it first assesses the extent of the presence of innovation in an organization in order to recognize, in the second phase, the implementation of innovative projects.

Innovation is at the heart of the priorities of today’s society. It refers, amongst other things, to the questioning of established practices and the implementation of creative and new processes, all done with the desire to improve efficiency, performance and to create added value for clients and staff alike, both in the administrative and clinical sectors.

The different studies conducted by the CQA regarding innovation have allowed us to come up with a definition used to develop the Innovative Environment program.

Innovation is an idea, a practice, a behaviour and a new organizational process

for the service sector that creates value for internal and external clients by

optimizing the use of available resources. Its success must be measurable and it

has to be transferable

.

In order to reach those ambitious goals, innovation must not be seen as an element defined in time. Just like continuous improvement, the innovation process must be integrated as a recurring process. This vision influenced our approach while creating the Innovative Environment program. For innovation not to be a coincidence, it has to rely on known and defined processes, on a daily routine that integrates the need to « think outside the box ». It is what we call « the culture of innovation ».

For the CQA, Innovative Environment is a distinction program that

acknowledges an organization’s success in implementing a culture and

conditions allowing it to manage its innovation processes in a logic of

organizational development and, ultimately, of ongoing improvement

.

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INNOVATIVE ENVIRONMENT 3

Methodology tool 2015

Advantages of Innovative Environment

and its Benefits

• Encourages initiative and mobilizes all staff from all areas or the organization in its contribution to improvement of services;

• Publicly identifies expertise and innovation initiatives;

• Confirms the organization’s commitment to becoming a reference and an example of excellence;

• Allows to look at the meaning of innovation within your own organization from a different angle;

• Initiates a sense of pride regarding ongoing pursuit of best practices in all areas of the organization;

• Allows for frequent reviews of practices aimed at resources optimization and operations efficiency;

• Allows for the organization of innovation management and the project management process in its entirety;

• Makes the environment more attractive for new and current employees, lowers turnover rate and creates

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Conceptual Framework

:

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Phase 1:

Assessment of the Presence of a

Culture of Innovation

The assessment of the presence of a culture of innovation is done through an auto-evaluation of 38 statements that cover the totality of an organization’s management functions. These statements are grouped within 6 variables.

THE VARIABLES

VARIABLES ASSESSMENT ANGLES

Commit Allows to assess higher management’s

commitment (strategic vision and resources allocation) as well as the communication of that commitment to employees and partners (20 %).

Collaborate Allows to assess intersectorality,

interdisciplinarity and the sharing of experiences with partners (17 %).

Allows to assess the capacity of the organization’s staff to grow on a professional level, to name the problems and identify solutions, to generate ideas and submit projects (17 %).

Recognize Allows to assess steps taken to allow staff to

contribute to the innovation process, to make them feel valued after their participation and to recognize and acknowledge their significant contribution (14 %).

Maintain Allows to assess the means used to establish and

maintain a management style and an organizational climate conducive to the innovation culture (17 %).

Measure Allows to assess the organization’s capacity to set

up and use measurement indicators to track the progress of projects and measure their impacts, as well as their systematic use of them. (14 %).

THE VISIT

Once we have been made aware of the answers of the auto-evaluation, a team will visit the organization’s premises to validate the informations. An internal review committee will decide on whether the organization is granted or not the Innovative Environment distinction.

Think an act differently

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Phase 2:

Assessment of the innovative project

ASSESSMENT CRITERIA

Novelty The project involves a change in practices,

processes, ideas or behaviours that is unique to the service sector (11 %).

Creation of value The project brings considerable added value to the users experience. The creation of value also applies to the improvement of the conditions in which employees of the organization deliver services. (26 %).

Efficiency The project allows the organization to fulfill its

mission with a better use of available resources (15 %).

Transferable The project can be adapted to suit other

organizations and doesn’t rely on a characteristic that is unique to the organization. (15 %).

Mesurable Le projet est accompagné d’indicateurs qui

permettent de mesurer son impact sur l’organisation (22%).

For this phase, the organization is invited to come and support its project in front of a jury of experts who will validate the project’s innovative features. For each project that is recognized as innovative, the distinction will be enhanced.

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Bibliography

Websites

 Fondation Canadienne pour l’innovation http://www.innovation.ca/fr  Fonds de Recherche du Québec : http://www.frq.gouv.qc.ca/

Blogs

 Innovation Excellence http://www.innovationexcellence.com/blog/  The innovation & strategy http://theinnovationandstrategyblog.com/  Wired http://www.wired.com/category/insights/

 SAP http://blogs.sap.com/innovation/

Documents

Title: Innovation permanente Author: Langdon Morris Language: English

Reference #1: Summary of permanent innovation methodology _______________________________________

Title: The Innovation Master Plan Author: Lamgdon Morris Language: English

Reference#2: The ideal innovation portfolio Reference #3: Create the solution contexte _______________________________________

Title: La Stratégie de l’OCDE pour l’Innovation pour prendre une longueur d’avance

http://bit.ly/1AiATJi

Author: OCDE Language: French

Reference #4: Nouvelles approches pour la mesure et l’analyse de l’innovation (p.31) Reference #5: Faire face aux enjeux du climat, de la santé et de a sécurité alimentaire (p.188) Reference #6: Améliorer la mesure de l’innovation (p.234)

_______________________________________ Title: L’Amélioration de la valeur dans les services de santé

http://bit.ly/1GqXh74

Author: René Amalberti Language: French Reference #7: entire book

_______________________________________ Title: Les Enjeux de l’Innovation

http://bit.ly/1ztdCVt

Author: Jean-Noël Bail Language: French

Reference #8: Peut-on définir l’innovation? (p.7)

Reference #9: Les enjeux de l’innovation en termes de qualité de vie (p.37) _______________________________________

Title: 5 Key Points to Consider when Developing an Innovation Strategy Authors: Wouter Koetzier & Christopher Schorling

Language: English

Reference #10: 5 Key Points to Consider when Developing an Innovation Strategy _______________________________________

Title: Alberta’s Health Research and Innovation Strategy Author: Alberta Government

Language: English

Reference #11: Alberta’s health research and innovation system (p.6) _______________________________________

Title: A Framework for Strategic Innovation Authors: Derrick Palme et Soren Kaplan Language: English

Reference # 12: The seven dimension of strategic innovation (p.7)

Reference #13: Mini-diagnostic: does your organisation practice strategic innovation ? (p.23) _____________________________________

Title: Management de l'innovation - Partie 1 : système de management de l'innovation Author: Norme AFNOR CEN/TS 16555-1. Août 2014.

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Contact

Marie-Anne Bracco

Director of accreditation and Innovative Environment

[email protected] Or Cyrille Ernst Quality Advisor Phone : 514 499-6996, ext. 249 [email protected]

Conseil Québécois d’agrément www.cqaqualite.ca

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