This project was a success. Both objectives have been fulfilled: development of the strategy and adaptation of the organisation to this new strategy.
Two core business activities generated almost $400,000 and reduced energy by 2.25%.
Three key capacity building initiatives affecting all 197 staff were completed.
Two new, broad-impact partnership projects that literally take SQ1 ‘beyond the bounds of the shopping centre’ were launched.
Employee engagement survey results for Information Services employees increased on all measures from 2015 to 2016. Scores for the question How satisfied are you with Mackenzie Investments as a place to work? increased from a mean of 3.69 out of 5 in 2015 to 4.38 in 2016.
Employee Satisfaction Index increased 6 percentage points from June 2016 to January 2017.
Patient Satisfaction Index increased 30 percentage points from June 2016 to May 2017.
Brand recall increased 6 percentage points from 2016 to 2017.
57 schools (88%) have developed and implemented Strategic Vitality Management, affecting 52,000 employees.
A strong network of 530 professionals established itself and is being successful on HR-subjects beyond Strategic Vitality Management.
The improved Transport and Handling Instruction template resulted in estimated savings of $1 million per year from reduced engineering hours.
Feedback from truck drivers was very positive:
Inpatient Satisfaction Index increased 19 percentage points in 5 months.
Outpatient scores for efficiency and courteousness of staff increased 13 percentage points in 6 months.
Utilisation of pneumatic chute in wards increased 36 percentage points in 6 months.
We established a common way of working and a professional project management culture where:
The facilitated table top simulation workshops had a significant impact on the Second Level Engineering En Route and Oceanic (SLE ERO) organisation, and the benefits were also observed more widely across the Federal Aviation Administration (FAA).
Attrition rate of core organising team members decreased by 15%.
Number of applicants to join core organising team increased by 15% year on year.
Time required to plan orientation events reduced by 30 days.
Five Memos of Understanding that provide the basis for sustainable Network governance were signed.
As at 30 June 21017, the Network had received $157,000 in grant funding to support its strategic plan.
The number of facilitated work sessions dedicated to capital expenditure (CapEx) projects—our highest priority and most visible efforts—increased by 15%.
Across all major lines of business: