To: Honorable Public Utilities Board Submitted by:________/s/___________ Sherri Hong AGM – Customer Resources From: Girish Balachandran
General Manager Approved by: ______/s/_____________ Girish Balachandran General Manager Subject: Status Update on 2012 Annual Planning Workshop – Change Management Initiative ______________________________________________________________________________ RECOMMENDATION
This report is for information only to provide the Public Utilities Board (Board) with an update on the status of the accomplishments on the Change Management initiative.
BACKGROUND
The Board undertook its Annual Strategic Planning Workshop and identified Change Management as one of the three main focus areas for 2012. The three focus areas are listed below.
At the February 2012 Board meeting the following summary of Board comments and next steps was accepted.
Summary of Board Comments
Next Steps
A) Change Management
a) Communication: Understand and plan for cost, expected reactions and
unintended consequences
i) Unintended Consequences
ii) Cost of preparing for change may be high
iii) Evaluate short-term impact cost vs long-term benefit
iv) How do we deal with inevitable resistance to workforce transition? v) Budget for the outcome
vi) Distinguish upcoming changes from past changes that employees have experienced
vii)Measure pre- and post-change progress; people like to see progress
b) Develop Focused Change Management Plan (“don’t go with a 1-size fits all approach”)
i) Start with the end in mind ii) Team Development to front line iii) Tailor change efforts to individuals,
groups and a limited number of high priority projects
A) Change Management
a) Research how other utilities who have implemented advanced technology have dealt with change management
b) Develop a focused plan
incorporating PUB comments c) Hire consultant who has experience
in taking a utility through a focused change management process
Staff has incorporated the Board’s comments and recommendations in developing an approach and work plan for Change Management.
DISCUSSION
In the Annual Planning Workshop, staff presented to the Board a high level process to Change Management as illustrated below.
Staff has accomplished the first two steps, in addition to the following tasks, in its efforts towards implementing a change management plan:
Defined a Change Management strategy and acquired sponsorship
A project definition document was developed by the General Manager and Assistant General Managers that identified the project purpose, goals, objectives, scope, key stakeholders, success criteria, assumptions, and constraints/risks. The document is used to provide a description of the project to promote a shared understanding before a more detailed plan, schedule, and budget is prepared.
Employee Survey
Staff acquired the services of SDS Research, a Hometown Connections partnersince 1999, to conduct an employee survey. The purpose of the survey was to assess the level of employee satisfaction and morale, learn the value employees attach to the different aspects of their jobs, and identify changes for improvement. The survey results will be utilized to identify areas which may hinder change efforts moving forward. The survey results were presented by the consultant to staff on October 17. The management team followed-up with a discussion on the approach and next steps in moving forward to address the areas needing improvement.
Integration of Change Management with Current Projects
Additionally, staff has included within AMP’s Advanced Technology initiative an emphasis for incorporating change management and organizational development within the scope of work. Once the project work begins, the vendor will be sharing best practices and lessons learned from
other agencies and including within the recommended approach change management and organizational development components.
Consultant Resources
Staff met with several change management consultants to share AMP’s needs and gain insight into the potential services available to assist AMP in our change management efforts. During the meetings, staff also confirmed its approach and strategy in moving forward with the change management tasks. Based on the learning acquired, staff has examined its approach and
identified where an initial plan developed and implemented in-house prior to a consultant being hired would be feasible and useful.
Training
A comprehensive 3-day change management certification course offered by a worldwide renowned change management leader and researcher has been identified. The AGMs attended the certification course and will be leading various aspects of the human and organizational components to change management.
Training has been scheduled in December for about 25 staff interested in learning better time and organizational management skills.
Training on project management best practices and tools is being planned for the first quarter of 2013 to provide the elements of effective project management skills for staff.
Resources and Tools
Staff has introduced and implemented the following resources and tools to assist in enhanced project management and communication:
An online web-based application to share and track project information and communication.
A project definition tool to better define, manage, and document project objectives and goals.
A tool to identify and communicate staff roles and responsibilities.
A style guide to assist staff in the preparation, development, and standardization of documents
Staff has identified some high level categories for the approach moving forward: 1) Needs Assessment/Data 2) Training 3) Communication 4) Implementation and 5) Evaluation/Quality Assurance. This work includes developing a detailed change management plan and involves preparing the management team, conducting an additional needs assessment, training and continued evaluation and opportunities for staff feedback.
NEXT STEPS
Staff will keep the Board apprised of activity in this effort. FINANCIAL IMPACT
There is no immediate impact in the development of the plan. Expenses for training in change management, time management and project management has been budgeted. More specific budgeting needs are included within the current budget or will be brought to the Board as necessary.
LINK TO STRATEGIC PLAN AND METRICS
This impacts all Strategies and Metrics as it affects overall organizational effectiveness and efficiency.
EXHIBIT
Change
Management
High
Level
Next
Steps
Prepare
Train
Communicate
Implement
Assess
‐
Identify
needs,
resources,
schedule,
and
budget
‐
Integrate
CM
strategies
for
all
complex
initiatives
‐
Create
gap
analysis
between
present
and
future
state
‐
Develop
communication
needs
‐
Determine
guidelines
and
potential
tools
‐
Identify
training
needs
‐
Acquire
training
resources
‐
Schedule
training
‐
Identify
tools/resources
‐
Pilot
CM
strategy
on
large
change
initiatives
‐
Assist
in
the
deployment
‐
Assess
effectiveness
of
strategy,
tools
‐
Make
modifications
as
necessary
AGENDA ITEM NO.: 4.M. MEETING DATE: 12/10/2012 EXHIBIT A
