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					RYOGENS Toolkit


Workpackage: Change Planning
1.      Description

Imposed change is rarely as effective as change which involves stakeholders. To maximise
the chance of success, leadership champions and practitioners should be engaged from the
beginning of the project and their views canvassed on what needs to change in order for
RYOGENS to be successful. The output of this work is a change plan that will help guide
communication and other project activities so as to sustain stakeholder support, prepare
different organisations for the changes that will take place and enable them to sustain the
benefits of a RYOGENS implementation. Change Planning will contribute to a robust
business design, which is bought into by all of the practitioners and leadership champions

Although RYOGENS is a generic national solution, implementing it does not mean adopting a
„one size fits all‟ approach. Each local implementation will be different, on account of:

    The local project vision - will RYOGENS be added to existing systems and processes, or
     will it be the catalyst for wholesale corporate change? How will it fit with other change
     initiatives, eg implementation of Children Bill?

    The local agencies - who are the key players, and what are their attitudes, capabilities
     and approach? What multi-agency structures exist and how well do they work?

    The local conditions - what are the levels of youth crime and social exclusion? What are
     the key risk factors for children and young people?

This workpackage outlines the activities necessary to understand the context for a
RYOGENS implementation, including how to fit with existing processes and planned changes
in the partner agencies. Doing this should alert project managers to risks and concerns
relating to major stakeholders around their attitudes, capacity or capability.

2.      Aims and Objectives

The purpose of preparing and executing a change plan is to maximise the chances of
success of the project by:

    Securing the requisite local leadership and buy-in to RYOGENS;

    Creating and sustaining momentum – ensuring organisations and people have the skills
     and understanding to deliver the vision; and

    Ensuring RYOGENS supports any other partner initiatives/developments that may be on-
     going or planned.

3.        Approach

To prepare a change plan the team will need to build relationships with the major project
stakeholders and understand their ambitions and needs in relation to the project, and be
aware of any concerns or barriers that they may put in place.

Key steps in developing the Change Plan are:

1.       a Change Sponsor Interview;
2.       a Change Readiness Assessment;
3.       Leadership Champion Interviews followed by a Leadership Champions Workshop;
4.       Practitioner interviews and change readiness questionnaires.

The change plan and communications plan should be developed side-by-side: project
communications should help to meet the needs identified in the change plan, eg overcoming
scepticism within a particular agency or engaging with practitioners and clients: See the
internal and external communications workpackage for further information.

3.1       Prerequisites

The prerequisites for all of the elements of the Change and Communications workstream are
for the team to produce a first draft of the vision and scope statement and for the change
sponsor and the project team change representatives to be in place.

It is recommended that the following work packages are completed prior to starting this work

     Vision and Scope Statement workpackage
     Team Structure and Mobilisation workpackage

The vision statement will be used as a basis for conversations with leadership champions and
engaging with practitioners. The results from the

     leadership champions workpackage,
     practitioner buy-in workpackage , and
     stakeholder analysis workpackage

will all contribute to developing the change plan. Ongoing communications can then be
focussed on the needs and concerns identified through the change planning work.

3.2       Activities

The following steps are recommended:

     Mobilise Change Team
      Identify members of the project board and project team to be champions for change. An
      overall change sponsor (possibly the project board chair or the local authority Chief
      Executive) is invaluable to champion the project within the county or borough and
      nationally. This individual must be absolutely committed to the project‟s success, well
      known across agencies and have credibility with practitioners.
      A member of the project team should be responsible for co-ordinating the activities and
      delivering the outputs listed below. This person will work very closely with the
      communications team member - in a small project team, the same person might take
      responsibility for both communications and change.

   Interview change sponsor
    The relationship with the local change sponsor of the project is likely to be critical to the
    success of RYOGENS. The initial interview is an opportunity to build and develop that
    relationship. The interviewers should cover most of the same questions and goals set for
    the leadership champions interviews, but in addition should work to achieve a solid
    mutual understanding and agreement about each others‟ roles.
    When preparing for the change sponsor interview the following should be kept in mind:
       build and define the relationship. How does the sponsor see their role: as an “expert,”
        as a “pair of hands,” or as a “partner”?;
       explore the sponsor‟s view of RYOGENS and resultant changes. Help the sponsor
        see the choices and the range of levels of impact and understand what success
        would look like to him/her; and
       explore the sponsor‟s previous experience of and comfort level with leading or
        experiencing change.
    The change sponsor interview should include a walk-through of the overall plan for the
    project. This includes assessing whether it is necessary to revisit the vision and scope
    statement - i.e whether that vision is firmly supported by the entire executive team and a
    solid foundation for this change initiative.

   Conduct a change readiness assessment
    Using a change readiness questionnaire, identify the most appropriate plan for change in
    each agency. The questionnaire can be sent to practitioners directly or filled in during a
    one-on-one interview (the latter method helps to get clear answers and ensures a quick
    turn around). The questionnaire should start with a brief introduction to RYOGENS
    followed by some tick box answers and a few open questions at the end. Questions
    should cover: awareness of the project, the project vision, views about associated
    change, how committed they think the leadership team is, how committed they are
    personally, and how they would prefer to be communicated with during the project. An
    example questionnaire is in section 5 of this document.

   Conduct Leadership team interviews
    These interviews should be conducted as a follow up from the leadership champion and
    middle management interviews identified in the leadership champions and practitioner
    buy-in workpackages. These second round interviews should: identify any concerns
    about the project and associated change; identify parts of the vision then agree with/
    disagree with; clear up any confusion and clarify any assumptions they have made. By
    the end of the session, there should be a clear list of goals that each party would like to
    see achieved through the RYOGENS project.

   Deliver feedback workshops
    Feedback workshops should be used to present the results of the interviews and the
    questionnaires back to the practitioners involved. This will clarify the steps that need to
    be taken to ensure that everyone is fully engaged and that their needs are addressed
    when the system is implemented. Think carefully about whether results need to be
    reviewed with key sponsors in advance of the feedback workshops.
    At the feedback sessions you should: present the team‟s conclusions (do not personalise
    the results)and discuss these conclusions to elicit from the practitioners any surprises,
    concerns or issues that emerge from these data.

    Produce a Change Plan:
     The change plan should be based on the results from the questionnaire and the feedback
     workshop(s). This should be updated and added to as appropriate throughout the course
     of the project, and should be referred to as a check-point to ensure that the suggested
     change activities are being carried out.

     The change plan should list all of the change management issues faced by the project
     team and set out the activities required to prepare practitioners and agencies for the
     implementation of RYOGENS, including how the system will fit in with current processes
     and other planned changes. It will list the agreed goals set out by the leadership team
     and practitioners, which will input to the business design during the project.

     The change readiness questionnaire will help the team to decide on the best approach to
     communication with practitioners and this should be fed into a communications plan.

     4.       Deliverables

      Example: Local Change Plan

     5.       Other Related Materials

         Internal and external communications work package including Example: Local
          Communications Plan (Tower Hamlets)
         Template: Change Readiness questionnaire
         Example: Change Plan diagram
         Guidance: Change Management Planning

     6.       Review Point Checklist

         Have you identified a member of the team to work on change in partnership with the
          communications representative?
         Have you identified a change sponsor and met with them to win their support for the
          project and agree their role?
         Have you held leadership team interviews?
         Have you completed a change readiness assessment?
         Have you held feedback workshops?
         Have you produced a first draft change plan and communications plan?
         Have you set up a system to ensure the change plan is checked and updated on a
          regular basis?

7.        Learning from the pilot

The following lessons were drawn from the RYOGENS pilots:

    Understand the extent of organisational or process change necessary to implement
     RYOGENS successfully and set expectations accordingly. In the pilots, we were able to
     reassure practitioners that full-scale organisational redesign would not be necessary,
     which helped secure their buy-in.

    Integrate change planning with communications, business design and implementation
     from the start of the project. Someone needs to take ownership of change management
     early on and drive the change elements of the implementation along in line with the other
     work streams. This can be achieved by appointing a change sponsor and change project
     team member.

    The project needs strong champions with a strong vision for the project. They need to be
     committed to the change in order to drive it forward and ensure implementation remains
     true to the vision and strategy set out at the start of the project.

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