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2 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:

3 Table of Contents Introduction 2 Advantages of Innovative Environment and its Benefits 3 Conceptual Framework: Innovation Management System 4 Phase 1: Assessment of the Presence of a Culture of Innovation 5 Phase 2: Assessment of the Innovative Project 7 Contacts 9

4 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. In the end, this distinction requires an organization to have a strong mastery of all of its various components. 2 Methodology tool CQA

5 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 a sense of belonging and competency. 3 Methodology tool CQA

6 Conceptual Framework: Innovation Management System 4 Methodology tool CQA

7 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 %). Think an act differently Recognize Maintain Measure 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 %). 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 %). Allows to assess the means used to establish and maintain a management style and an organizational climate conducive to the innovation culture (17 %). 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. 5 Methodology tool CQA

8 STEPS OF PHASE 1: 6 Methodology tool CQA

9 Phase 2: Assessment of the innovative project ASSESSMENT CRITERIA Novelty Creation of value The project involves a change in practices, processes, ideas or behaviours that is unique to the service sector (11 %). 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 Transferable Mesurable The project allows the organization to fulfill its mission with a better use of available resources (15 %). The project can be adapted to suit other organizations and doesn t rely on a characteristic that is unique to the organization. (15 %). 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. 7 Methodology tool CQA

10 STEPS OF PHASE 2: 8 Methodology tool CQA

11 Bibliography Websites Fondation Canadienne pour l innovation Fonds de Recherche du Québec : Blogs Innovation Excellence The innovation & strategy Wired SAP 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 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 Author: René Amalberti Language: French Reference #7: entire book Title: Les Enjeux de l Innovation 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 Août Language: French 9 Methodology tool CQA

12 Contact Marie-Anne Bracco Director of accreditation and Innovative Environment Or Cyrille Ernst Quality Advisor Phone : , ext. 249 Cyrille.ernst@cqaqualite.ca Conseil Québécois d agrément 10 Methodology tool CQA

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