I had a similar challenge when I was a regional operations manager responsible for operations, safety, QA/QC, etc...

What I found was that the only feedback anyone ever got in any department was when things were wrong. We never communicated any of the improvements in operational efficiency, production or other positive attributes associated with our efforts. I followed these basic steps and at the end of our 12 month cycle we really had the team across the region bought into the programs, why were were doing it and informed about the impacts.

1. I met with every single team and gave them a detailed review of what I had found, asked for their input and documented my findings along the way.
2. I started a daily Blog on those findings and had those posted in all the break-rooms so people knew where I was and that their frustrations were not alone.
3. I compiled a list of the top issues across the region and rolled out a DRAFT plan that clearly addressed these issues. (Specifically, the report feedback mechanism, the audit process and why we are doing it, training to support the new process and forum to ask questions and share info across regions)
4. I asked each of the regions to review the document and provide feedback on what can we do better, more efficiently and with a greater impact to our regions (I am glad I did the document was infinitely better - I thought I knew somethings)
5. We rolled out a plan and it was lead by the district managers, it had quantitative tracking, a robust training program and I acted as the support function to allow the districts to do what was needed and address resource shortages/challenges along the way.

This wouldn't work for everyone, but I found tremendous success with it.

Keep me updated..as I am now retired I must live vicariously through you!