Creating and Developing a Local Improvement Culture

Shortly after Ted Burley was appointed director of the Business Services branch in the Corporate Service department of the Regional Municipality of York in Ontario, Canada, he conducted a review of his branch’s service delivery in order to better understand its work and the needs of its customers. His staff of twenty-two provided a range of services to the other six branches in the department, including support for budgeting and finance, communications, and process improvement. Burley had previously headed the region’s CI office, and was anxious to instill a strong improvement ethos in his new branch.

He began by setting up structured interviews with the management teams of the other six ...

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