Stakeholder
Role
Decision Making
Reporting Relationship
Change Management
Advisory Committee The Advisory Committee is composed of representatives from across the City and its agencies who play instrumental roles in change management. The membership of this committee may evolve over time as change initiatives begin and end. The mandate of the Committee may include:
• A mechanism to receive feedback on the
effectiveness and impact of the change management support and tools provided by the CoE.
• A mechanism by which line of sight and
an inventory of change occurring across the City is maintained
• Identifying strategic or transformational
opportunities where the consulting and support services of the CoE are required
• Sharing tools, techniques and lessons
learned from previous engagements
• Offering a forum to forge partnerships
among leaders and groups involved with defining, implementing and impacting change and to influence the way that the CoE operates
This committee provides an opportunity for such entities as a Project Management Office or Shared Service Secretariat to interact on a formal basis with the CoE.
The Committee may provide advice and recommendations to the Manager of the CoE to adopt at his/her
discretion.
The Chair of the Committee has the responsibility to identify and approve new members.
It is recommended that the Committee be Chaired by the Manager of the CoE.
Governance (continued)
Stakeholder
Role
Decision Making
Reporting Relationship
Shared Services
Secretariat The Shared Services Secretariat will act as a central authority for the management, oversight and coordination of shared service implementation activities taking place across the City. In this capacity, the Secretariat may be a mechanism by which the CoE maintains line of sight to shared service change initiatives taking place across the City.
The CoE will be responsible for ensuring that their activities coordinate with and complement the activities of other streams of the Secretariat.
The Shared Services Secretariat will work with the CoE to determine the change requirements of the shared services initiatives.
The Shared Services Secretariat will have a dotted line reporting
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Service Standards
A service level agreement (SLA) should be developed for any engagement where the services of a dedicated change management consultant are utilized. The service level agreement should include the following components, including answering the questions posed below:
General overview – Who is entering the agreement? What is the purpose of the agreement?
Description of services – What services are included and excluded? How will the services be delivered?
Service performance levels and measures – How will the performance of the services be measured? What are the agreed upon targets for performance?
Service provider and customer responsibilities – What are the duties of the service provider and the customer?
Problem management protocol – How will issues be resolved? What is the escalation process?
Periodic review process – When should the SLA be reassessed and updated?
Termination of agreement process – What conditions warrant termination of the services and payment? How can the agreement be officially terminated?For all other services provided by the CoE (e.g., training, tools, oversight, etc.) the CoE should develop targets and objectives against which their performance can be measured.
Payment Mechanisms
Payment should be rendered for consultation and direct support services provided to change initiatives. A number of options exist for payment mechanisms. Firstly, a charge back mechanism could be utilized to recover the time and expenses expended on change management consultant services. The payment mechanism, cost of services and estimated time and expenses should be agreed to in advance, and included in the SLA.
Secondly, the CoE could receive a global budget drawn from the Human Resources Division for the provision of all change management services, including consultative services, developing methods, tools, leading practice research, etc. The budget could be based on an annual workplan developed by the CoE.
Performance Metrics: • Utilization rate • Response times
• Qualitative feedback from
customers regarding the:
− Quality of products, tools and methods
− Quality of services • Qualitative feedback from
customers assessing the extent to which the CoE contributed to:
− Achieve the desired operational goals
− Improve organizational financial performance
− Change at the right pace
− Sustained positive organizational change for at least 5 years
− Identified the changes necessary to be successful
Human Resources – Establishing a Change Management CoE
Benefits and Drawbacks
Benefits
Drawbacks
• Increased, capacity, competency and quality of individual change agents and
the organizations as a whole
• Development of a complete picture of all change taking place, at a functional,
organization and City-wide level, which enables quick identification of likely ‘change overload’ or destabilization of the business environment,
identification and termination of benefits which are not aligned with strategic directives, and increased data and oversight of the scope of change taking place across the City
• Total cost of delivery of each change initiative is reduced as the CoE is able to
achieve economies of scale across common change activities including communication, implementation, planning, risk analysis and project management
• Increased likelihood of realizing full savings, efficiencies or objectives
associated with each initiative as risks associated with change management are reduced and standardization is increased through the application of an organization wide change management method
• Reduction in number of external consultants required to support change
activities as the organization develops capability internally
• Reduction in the level of stress felt by those managing change as the CoE
provides support, guidance and advice
• Potential reduction in implementation timelines for change initiatives given
the increased level of support
• Continuous improvement of individuals and organizations developed through
learning and networking opportunities
• Increased efficiency and decreased costs by eliminating the requirement for
• Implementation of this model will require investment to staff
the CoE. Moreover, it is difficult to quantify the precise return on investment of such a model
• Customers will be required to reimburse the City for use of
the CoE and this introduces a net new cost to their project budgets
• A common change management method may not meet the
needs of all projects or may require adjustments, which could reduce the benefits of the methodologies or tools
• It may be difficult for the CoE to engage and support initiatives
and projects which are already underway
• The CoE must be established and operational as soon as
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Human Resources – Establishing a Change Management CoE
Enablers & Dependencies
Enablers
Adequate, effective and active involvement by senior leadership in the establishment, marketing and oversight of the CoE
Ability to liaise with others supporting change - The members of the CoE cannot work in a silo. In applying and supporting change management, team members must forge partnerships with: project managers and project teams, strategic planners, training specialists, communication specialists, leaders and other groups involved with defining and implementing change
Opportunities for those managing and impacting change to influence the way that the CoE operates through forums and regular discussions
Marketing of services to divisions and agenciesDependencies
Successful and expedient recruitment of individuals with the requisite competencies and specializations required to compose the CoE
Identifying and receiving approval and buy-in for a common change management method to be applied across the organizations
Access to and visibility into the many change efforts occurring within the organizations
Credibility in the organization - In some organizations, HR is viewed as an essential strategic partner and in others it is viewed as more of a bureaucratic function. While the CoE will maintain a dotted-line relationship with HR, it must be perceived to be separate and independent entity from the HR function in order to establish and maintain credibility across the City.Categories of Savings
It is difficult to quantify the financial impact of change management activities. However, as previously noted, the City has identified savings opportunities ranging from $376 – $556 million, and effective change capacity is a prerequisite for realizing these savings.
The following list describes the categories of savings that could be realized through the implementation of a change management CoE.