HOUSING FUTURES: DRAFT OUTLINE STAFF CHANGE MANAGEMENT PLAN Date: 2 January Target Completion Date. Implementation of the HRA Business Plan

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1 HOUSING FUTURES: DRAFT OUTLINE STAFF CHANGE MANAGEMENT PLAN Date: 2 January 2008 Action Developing a Housing Transfer Proposal Implementation of the HRA Business Plan Target Completion Date Develop a Shared Vision Agree objectives and how they will be measured including: - generating support and commitment for the housing transfer proposal Comments These will include short and long term goals around the suggested themes below. - delivering improved and more customer-focussed services - improving performance Leadership, ownership and accountability - appoint a change leader - identify people with relevant skills, experience to work as part of a change team Housing Services Management Team (HSMT) Housing Futures Project Team (HFPT) Feb 2008 Corporate Manager Affordable Homes The team should include people who have the appropriate skills, experience and credibility within the organisation (not just the housing service for the transfer option) that can work together as a team.

2 - plan development to address any gaps and help develop skills To ensure that the team are fully equipped to meet the demands of delivering the change programme. - hold a team building event to agree roles and responsibilities and future programme of team development activities Mach 2008 To ensure that the team are fully up to speed with and committed to the challenge of delivering the change programme. Build commitment and support for change - visits to or by other organisations To learn from and share experiences with others at all levels within the organisations. - workshops to focus on vision, values and business case To promote buy-in and ownership to new organisation and help shape future organisational culture. - provide early information on employment-related issues eg TUPE To address concerns and uncertainty around TUPE and should include independent expert advice and support as well as visits to and from staff from other organisations who have experience of the housing transfer process Develop shared understanding for and commitment to change - carry out attitude surveys for staff, tenants, members and others To understand issues and positive attitudes and ensure these are fully reflected in change management programme. - understand what good things about the organisation needs It is important not to lose what is good about the organisation/existing service but to build on what

3 to be preserved - identify what attitudes and practices need to be changed - check understanding of objectives by staff May 2008 works for staff, customers and the organisation. Recognition of what is not working and a shared commitment to doing things differently. It is important that communication and involvement is working effectively to ensure there is buy-in to the change process. Develop and monitor a change programme - identify activities that will need to happen as part of the change programme work streams These will flow from the attitude surveys, workshops (and for the housing transfer option the communications strategy) and will be linked to the overall objectives. - appoint a member of the change team to be accountable for each work stream It is important that the change management process is inclusive and that all managers are accountable for delivering it. - identify quick wins This will help with motivation aspects of the process and help reduce likelihood of change fatigue. - celebrate successes Feb 2008 until a and/or This will help build support, sustain motivation and help reduce likelihood of change fatigue.

4 - monitor and review progress - exception reporting to corporate project team and/or portfolio holder Focus on Communications - use a variety of methods to keep staff fully informed on objectives, actions and decisions and timetable Monthly as required 2008 until a and/or Monthly as required 2008 At least monthly 2008 To ensure that the change management plan is achieving the desired outcomes (and is in line with the overall Housing Futures phase 2 project plan for a transfer option). This will help manage risks, allocation of resources and overall project management. For the housing transfer option more detail to be included in the communications strategy for phase two of Housing Futures which will be informed by recent workshops with staff. - promote two way communications Ongoing 2008 until a and/or For the housing transfer option more detail to be included in the communications strategy for phase two of Housing Futures which will be informed by recent workshops with staff.

5 - use formal and informal communication channels - plan how all other stakeholders will be involved and receive ongoing information during the process Involvement - provide clarity on decisionmaking structures and processes Ongoing 2008 until a and/or Ongoing 2008 until a and/or For the housing transfer option more detail to be included in the communications strategy for phase two of Housing Futures which will be informed by recent workshops with staff and build on existing staff engagement/involvement mechanisms including team meetings and Housing Futures project management infrastructure eg Communications Group. More detail to be included in the communications strategy for phase two of Housing Futures. It is important that staff understand who will make decisions and when in the process and how they can influence and/or be involved in decisions.

6 - consult staff on HRA Business Plan including options to achieve required level of savings - develop and consult staff on in selection of new landlord Feb 2008 this process in order that they will be able to support and help deliver the HRA Business Plan. this process in order that they will be able to support the outcome. - develop and consult staff on in putting together an offer document for tenants this process as they are responsible for service delivery and contact with tenants. - develop and consult staff on in organisational design this process and can help identify job roles and new opportunities and help shape the new landlord organisation and its culture. - Develop and consult staff on in review of ICT systems and procurement options September 2008 this process to secure the best options for ICT within the new landlord organisation and their support for an effective implementation programme. - Develop and consult staff n in office location for the new landlord End of 2008 the identification of options for the location of offices for the new landlord to enable issues around staff recruitment and retention to be addressed. Training and development - identify training and development needs of staff May 2008 This will need to address the differences in culture and/or roles within any new landlord

7 May organisation. As far as possible this should be aligned with the annual appraisal/interim appraisal process that includes individual training and development plans. - devise training and development plans for individual staff based on identified needs July 2008 July It is important that staff have individually tailored training and development plan that will equip them for meeting the challenges that working for a new landlord may bring in terms of working practices and legislative framework as well as a new organisational culture. As far as possible this should be aligned with the annual appraisal/interim appraisal process that includes individual training and development plans. - implement training plan Programme management - appoint a project manager - produce a project plan that incorporates the change management programme Completion transfer - approx Summer or Autumn It is important that staff can an appropriate and manageable training plan over the period up to a and in the post ballot period ahead of of any housing transfer. Corporate Project Manager Housing Futures. This will for part of the suite of project plan documents that will be developed for phase two of the Housing Futures process.

8 - identify key actions that link to and/or impact on the overall project plan These will be cross-referenced within the overall project plan. - identify and allocate resources Any financial or staffing resources will need to be met from the overall Housing Futures budget for phase two. - monitor and review the project At least monthly 2008 until ballot and/or. To ensure on target to deliver agreed and within agreed timescale. To update and revise as necessary within context of overall project plan.