Building Change Capability ‘To put in place the processes and people to support change within STFC’ Draft Blueprint Design v0.1 Project Manager: Steve Quinton Project Champion: Roger Eccleston

Objectives and benefits At the end of the project STFC will be: Open to change Able to change – processes and skills in place Seeking continuous improvement This will enable STFC to: evolve an effective, efficient, agile, ‘fit for purpose’ organisation exploit the benefits of an integrated STFC drive continuous improvement manage external change be responsive to scientific and technical advances

Transparency in the selection and definition of change initiatives Management support – champions of change, cabinet responsibility Clear analysis of the benefits of change, and monitoring the realisation of those benefits Consistent processes and procedures – applicable both to corporate and local change initiatives Involvement of those affected by the change Effective communication Principles

Change Agenda The change strategy for STFC, expressed as a set of approved change projects (initially Blueprint) Departments or Business Units will have their own Change Agendas with additional, complementary projects Change Process A framework will be defined which will be followed for all change projects within STFC The framework will draw on published best practice in this area, and on STFC’s established project methodologies Identified Resources The Change Process will define a number of Change Management Roles The staff filling these roles in the Directorates and Departments will be identified, and a training programme will be developed and rolled out Overview: ‘to be’ elements

Corporate Change Agenda owned by Operations Board register of all corporate change projects to be developed, and then maintained and monitored first draft available Directorates/BUs/Departments to develop local Agenda example produced for Technology Change Agenda

Introduction Overview; What is a Change Project; Resources; Using the Handbook Process Overview flow diagram Process Detail the Change Agenda; for each phase: purpose, focus for this phase on each of 9 ‘strands’ including outputs, review and approval Roles and Responsibilities roles in a change project; change management roles in STFC Tools and Techniques Change Track etc. Forms and Checklists PID; monitor form etc. Change process handbook

External Drivers Improvement Ideas Establish the need for Change (Conception) Consult, Plan and Design (Business Planning, Implementation Planning, Design the Change) Develop and Implement the Change Consolidate and Review (Lessons Learned, Benefits Realised) The Change Process

‘Change Leader’ role defined one (or more) per Department advertised in ‘In Brief’ April 8 th, volunteers will be sought during this APR/ASR round APM accredited training course available, will be run in the Autumn ‘Change Track’ A proven tool for assessing the performance of a change project against key ‘drivers’ Can be used as a checklist by project managers or project teams, or through staff surveys Resources

WANTED - Change Leaders As part of the Blueprint Programme STFC is looking for people willing to become change leaders to help the organisation to improve its change management capability. Change Leaders would continue to work in their current role but spend a proportion of their time supporting change projects within their own and possibly other departments. Managers are being asked to consider whether this role would provide a suitable development opportunity for any of their staff, probably at band E and above although more junior staff would be considered. If you are interested in this opportunity please discuss it with your manager during your appraisal discussion. The Change Process

Drivers: (key factors important to high performance change) Turbulence Resources Aligned Direction Engagement Team Leadership Emotional Energy Affecting: (measure the state of each driver at each stage for each group) Individuals The Change Team STFC as a whole Stakeholders/ Customers Change Track

Implementation Operations Board take ownership of the corporate Change Agenda – May Change Leaders identified – June Handbook, web site, and first set of supporting material available – Summer The Implementation Team for this project will be the current Project Team and the Change Leaders The Implementation Team, starting in the Autumn: cascades the principles of the new STFC Change Management Process leads on the development of their Department Change Agenda supports the implementation of the Blueprint programme, and other Corporate and Department change projects

The Change Process will support the implementation of changes identified by the other Blueprint projects The project management aspects of the Change Process will be linked to the STFC Project Management Framework being developed as part of the Core Processes project There are particularly strong links to the Leadership and Culture projects. Change projects will only succeed if they have the backing of senior management, and there is a positive approach to change among the staff Interfaces to Blueprint Projects

Ad hoc: some change projects on the corporate register project management frameworks in place but no references to change project requirements a mix of training courses used trained staff not identified no centralised resources A complete list of change projects and initiatives in place, managed to minimise conflicts and pressure on staff, and to maximise benefits A consistent, best practice, approach to managing change projects in STFC. Staff and resources in place to support the projects TODAY draft Change Agenda STFC and Department Change Agendas draft Framework Accredited training identified STFC Change Project Framework Change Leaders Identified Change Leader job spec Training courses set up Web based resources in place Building Change Capability Past What we had Present What we have Future ‘To be’