The Bottom Line - Spring 2018 - 15

successfully implemented CI projects, and
updating staff on new tools and processes
that support best practices.
Open communication across the
OCFO enterprise is key to Continuous
Improvement success. It will strengthen
relationships across the organization,
inform stakeholders, clarify misunderstandings, and motivate our teams. Consistent
and purposeful communication is integral
to our SMARTER values. We must discuss
them, own them, live them, and trust that by
practicing them daily, we will transform the
OCFO into a "best in class," value-based
workplace that sets the bar for both public
and private sector organizations. As follow-up to Continuous Improvement Training
for Managers and Supervisors, plans are
underway to develop and roll-out continuous improvement training for staff, providing them an opportunity to discuss and
engage the concepts and identify how best
to deploy them in their own work activities.
Building buy-in for our SMARTER program will continue in the months ahead.
This means ensuring that all staff know
their responsibilities and the critical roles
they play in embracing and owning the
SMARTER values. Without commitment
from each of us, we will not succeed. We
must be willing to embrace a growth mindset in order to develop and improve.
There are many ways in which you can
make an impact! It starts with open communication of ideas, recommendations
and process improvements. Are there ways
in which you can improve your own role?
Are there new and better ways to execute

Over the last few
months, 327 Managers
and Supervisors were trained
in the expectations and goals
of working in a culture of
Continuous Improvement.
a process? Have you asked co-workers or staff how your team can improve
lately? We encourage staff to work with
their teams to propose, own and implement
simple improvements that can make a lasting impact. If you have an idea or suggestion, please discuss it with your manager
and team or use the SMARTER portal to
outline the challenge and recommended
solutions. The CI office is working with the
CIO's Project Management Office to ensure
approved projects are fully resourced and
achieve buy-in from senior leadership. This
will shorten project completion time and
increase accountability.
I appreciate all the staff who have sponsored, advocated, and supported Strategic
Objective #2: Creating a Culture of
Continuous Improvement. I have heard
your feedback and as a result, continue to
refine and improve the program. There is
still much to do and leveraging the OCFO
staff, CI Ambassadors and Executives will
be critical for success. Thanks for all the
support and the warm welcome. Culture
change takes focus, time, persistence and
patience and I am excited to continue our
journey with passion and commitment.
SPRING 2018 | 15

Table of Contents for the Digital Edition of The Bottom Line - Spring 2018