In addition to the key roles described on the previous page, it is also important that the CoE obtain resources with the skills and expertise described below in order to successfully achieve its objectives:
Process engineering – Change initiatives inevitably affect the way in which work is performed or services are delivered. Process engineering expertise is an asset to the CoE as it will assist them to pinpointing where change in one area can impact systems, processes, inputs, outputs and behaviours in other areas.
Risk management – Risks and issues have the capability to prevent change from being successfully implemented. It will be important for the CoE to have the skills necessary to identify, analyze and develop responses to risks arising in one change initiative that might also apply to other initiatives of which the relevant change managers need to be made aware.
Communications – Change requires everyone to be aware of what is changing, when and how so this role is central to ensuring all stakeholders are fully informed and engaged with the changes that matter to them.
Strategic and project planning – Whilst individual change managers may work with the CoE to identify the change activities relevant to their work, there is a need to collate all of this activity across the organization and be able to understand how much is changing, where and for how long so that the risk of destabilizing the ability of the organization to deliver services is understood.Risk Mitigation Plan
Risk
Mitigating Action(s)
Savings associated with effective change management may not exceed the cost of CoE operations
• The economic viability of the CoE mandates the organization be reasonably big and have a critical mass of change
initiatives running simultaneously. This risk can be mitigated during the early stages of implementation; the Executive Director of HR must endeavor to determine the scope of change occurring across the City and the capacity required to efficiently and effectively manage the change. Nearing the completion of the implementation of the Service Efficiency Studies, the Executive Director should once again work with the CoE to determine the long-term resource strategy for the CoE.
Customers may not buy-in or utilize the CoE to the extent possible
• There are multiple potential causes at the root of this risk – lack of funding or budget to utilize the CoE, poor
historical experiences working with the City or HR, etc. The CoE can attempt to mitigate this risk by engaging potential customers early in the implementation of the CoE to understand their historical experiences and needs, distributing effective communication and marketing regarding the services of the CoE, and rolling out a common methodology across the organizations.
Limited resources result in some change initiatives receiving less support than others
• Effective training in the early stages of the implementation and adopting a “train-the-trainer” approach will ensure
that change agents have the knowledge and tools they require to implement change initiatives with limited support from the CoE.
• When determining where CoE resources are most effectively deployed, the CoE should consider such aspects as
the scope and reach of the proposed change, and the change experience and expertise of the individual project managers.
The common methodology is perceived to be inflexible or inappropriate for individual change needs
• Each project is different and project managers have their own management styles and different historical
experiences with change initiatives. There is a risk that the methodology selected by the CoE may not be appropriate or applicable to every change management initiative. To mitigate this risk, the CoE should take into account the nature and scope of historical, current and future change initiatives in their selection of a
methodology. Moreover, to the extent possible, the CoE should seek to receive the input and feedback of change managers in their selection of the methodology.
Unclear understanding of the services and role of the CoE
• The CoE is only a facilitator to improve the project process, reduce risk and increase success. In order to ensure
clarity around the role and scope of services provided by the CoE, clear messaging should be disseminated early in the implementation. Moreover, SLA should be established for any engagement where the services of a dedicated change management consultant are utilized.
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Human Resources – Establishing a Change Management CoE
Transition Costs & Investments
Cost Factors
Cost Category
Item
Cost
Operating - -
Labour Change Management Consultants (3 FTEs) $125,000 - $375,0002
Capital - -
Total
-
$125,000 - $375,000
Assumptions
1. The total cost of delivering 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
2. Hiring a Change Management Consultant incurs a fully-loaded labour related cost of $125,000 per annum, including salary, benefits and pension contributions. It is assumed that three full-time equivalents would be required to support change management capacity of the CoE, including the Manager of the CoE. This complement should be reevaluated following the initial implementation of service efficiency study recommendations.
Stakeholder Management & Communication Strategy
Target
Audience Stakeholder Perspective Impact Rating
(H,M,L)
Frequency of Interaction
(Frequent, Moderate, Low) Medium/Media of Interaction
Customers (City
Divisions and City
Agencies)
• Desire to understand the role of
the CoE and the impact of the CoE and its methodology on the execution of change initiatives
• Desire to maintain autonomy and
independence with respect to project management, while accessing expertise as needed
• Desire to deliver projects on-
budget
Medium • Frequent – Interaction and communication with
potential customers is key to the successful creation and implementation of the CoE.
Communication should begin in the early stages of implementation. Specifically, the CoE should seek to communicate with its customers for the following reasons:
oTo solicit input and feedback on potential
methodologies and training
oTo train key change managers
oTo disseminate messages regarding roles,
services, fees, and key dates
• Briefing letters • In-person interviews • Change Management Advisory Committee City Manager’s Office
• Desire to improve change
management capacity and capability across the City while balancing the costs of establishing the CoE
• Responsible for the successful
execution of the City’s change agenda
High • Medium – The CMO should receive status updates
and briefings on the progress of implementation and performance relative to the change agenda. Moreover, the CMO must be informed when major risks or issues arise with respect to the totality of change taking place across the City
• In-person meetings with Manager of the CoE • Briefing notes • Status reports