Report on Change Management Process, June 2007

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Contents

Relevant Background Information

Members are aware that from 1 April 2007 as a result of organisational restructuring the Community Services Unit including travellers work and children and young people, events and the Waterfront and Ulster Halls were transferred to the existing Development Department. The consequence is a new Development Department and the process of creating this new entity has begun through a structured change management process. Alongside these changes, major changes in governance have also occurred and from 1 June 2007 all 5 sub-committees which previously managed work across these areas have been stood down and the Development Committee is now solely responsible for this broad range of work. This will have implications for the organisation of business for this Committee.

This report sets out the key actions required in relation to the change process.

Key Issues

Integrating the Community Services Unit, Events, and the Waterfront and Ulster Halls into the Development Department will require the implementation of a significant programme of work and resource investment. A Best Value Review of Community Services completed in 2004 made a number of recommendations that would allow the service to realise its full potential and significantly improve performance management. Few of these recommendations have been implemented. It is also becoming clear that there are large variations in performance across the functional areas; eg the average days lost due to sickness per full time equivalent post in Community Services is 16 days and the Waterfront Hall 9 days. This compares with the Development Department at 6.23 days. The challenge to the Committee and to officers is a very large one. The size of the change management process which is now taking place cannot be underestimated.

The Development Department has worked hard over the 8 years of its existence to create excellence across a number of areas:

  • to have a clear vision for Belfast and a focused strategy;
  • to create a culture of achievement and positive outcomes;
  • to develop processes and systems of excellence;
  • to have motivated, energetic and happy officers working in partnership with ambitious Members to make Belfast better; and
  • to have the correct structure to make things happen effectively and efficiently.

The Department has been successful in achieving this and this is demonstrated by the attainment of:

This is a momentum which we want to keep up. However, the challenge to the Committee and to officers is a very large one if we are to do so.

Merging with other services will create a number of issues for us across a wide range of issues. Major work will have to be enacted to achieve in the first instance consistency of practice across the new Department. This will include the need for restructuring given that many functions are duplicated and in many instances triplicated. The aim of restructuring will be to rationalise and release further resources into the process. A Change Management Board has already been established and has done a first audit of the current situation and created a comprehensive action plan for the 07/08 year which has set challenging targets. This falls into 4 categories and Committee are asked to consider and give approval for these key targets for the year.

General Departmental Issues

  • The endorsement of the existing workplans agreed for 07/08 by the Tourism and Promotion of Belfast, the Arts & Culture and the Economic Development

Sub-Committees.

  • The restructuring of the Department as appropriate and the use of BIS to assist in this process, areas of particular need include Business Support, Policy, Events, the Waterfront Hall/Ulster Hall merger, Community Services overall and, the management structure, including the roles and responsibilities of the Heads of Service.
  • The re-engineering of processes and systems to achieve consistency of practice across the new Department, including a review of grant aid programmes.

Community Services

  • The production of a strategy for community engagement in line with Capital City II.
  • The production of a community support plan for application to DSD by October 2007.
  • A public consultation process on both strategy and plan completed by end of 2007.

Waterfront/Ulster Hall

  • Completion of refurbishment process in both.
  • The production of a strategy in line with Capital City II.

Committee Issues

  • A revamped agenda process.
  • The creation of new methodologies in relation to information sharing for the Committee.
  • Agreement around business management.

Each of these targets creates a separate project plan with key milestones and time deadlines. Overall the list provides a significant workload on top of the ongoing work which the Department has already agreed to. The challenge for Members and officers is immense.

Resource Implications

Financial

It is envisaged that this work will be done within existing Departmental budget. Where additional resources are required updated Committee approval will be sought.

Human Resources

Major and significant in relation to restructuring and roles/ responsibilities.

Recommendations

Members are asked to endorse the change management process and targets as indicated and to approve:

General

  • The roll out of the Capital City II Strategy and the endorsement of workplans for 07/08 as agreed by Tourism and Promotion of Belfast, the Arts & Culture and the Economic Development Sub-Committees.
  • The restructuring of the Department and the engagement of BIS to assist in this process in relation to Business Support, Policy, Events, Waterfront Hall/Ulster Hall merger, ongoing Community Services changes and the overall management structure.
  • The re-energising of processes and systems to achieve consistency of practice including a review of grant aid programmes.

Community Services

  • The production of a Community Services strategy by October 2007.
  • The production of a Community Support plan by October 2007.
  • The undertaking of a public consultation process on strategy and plan to be completed by December 2007.

Waterfront Hall/Ulster Hall


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