YJB TOOLKITS: YOT structure review context presentation

YJB owner: Neil BowerDirectorate: Performance May 2011Version 0.1 (QA LHM)

Objectives:At the end of the workshop we will have

Reviewed our current structure and the case for change

Agreed any required structural changes for consultation

Considered Organisation Structures

Addressed Culture Change

Explored a Communication Strategy

How?Why re-structure?

Purpose & core functions

YOT vision & mission

Review

Design

Test

Selection

Next steps

Exercise Purpose 1/3What is the purpose of ??? YOT (i.e. what is it for)?

PART 1 - On your own you have 5 minutes to come up with as many reasons as possible for the purpose of ??? YOT

Using the post-it notes on your table, please only record 1 reason on 1 post-it note

Exercise Purpose 2/3Part 2 - You now have 10 minutes to share your reasons with the group

Please theme your reasons into categories by placing like reasons together onto a flip chart

Part 3 - You now have 2 minutes to present your categories to the main group

Exercise Purpose 3/3Using the single Red / Amber / Green sticky dots on your tables, can you please rate the categories in level of priority as follows:

Red=1st highest priorityAmber=2nd highest priorityGreen=3rd highest priority

Key Questions to aid your structure reviewWhat is your Vision? What is your MissionStatement?What results areneeded to achievethese objectives?What activities must be carried out to achievethese results?How should theseactivities be split upto work effectively? What are the YOTs objectives? Who are thekey stakeholders?How can each groupof activities be bestrelated to oneanother?What resources do youhave? (people, skillsnumbers, experienceWhat processes are helped or hinderedby current structure?

Translating Purpose & Priorities into our Vision & Mission

Vision focused organisationsSingle focus & shared ownership?

Does it drive what staff do?

Reflected in strategy?

Is the Vision linked?

Vision & Mission "An image of our desired future

A compelling description of how a day in the life of the young person / family / victim / community is improved through the provision of YOT services

Mission is best described by what we do, how we do it & what benefits we offer

Mobilise vision through leadershipTranslate the vision into operationaltermsAlign theorganisationto visionMotivate people to make deliveringthe vision everyones job

Make delivering the vision a continuous processLeadershipPerformanceEngagement

Vision Development 1/2Part 1 - In your groups you have 10 minutes thinking about the vision statement for our YOT

The vision statement must be clear, motivating, memorable, client focused & be able to be turned into strategy

Write it down & be prepared to read it to the whole group

Vision Development 2/2Part 2 - In turn, read your vision statement out to the whole group

Part 3 - We will now formulate a shared vision

Review current structure and case for change

SWOT AnalysisStrengthsInternal FactorsExternal FactorsWeaknessesOpportunitiesThreats

SWOT ExercisePart 1 - In your groups you have 20 minutes to undertake a SWOT analysis of the current structure

Please be prepared to feedback to the whole group

Part 2 Please report back on 2 points from each quadrant

Appraising the Structural Change Options

5 Key Elements in Organisation DesignStructure

Task

Systems

Culture

Strategy

Suggested design principles 1/2The structure should:Support delivery of YOT strategy

Support effective performance management

Offer a measure of resilience

Promote equitable distribution of workload

Ensure service delivery is most effective for the demographics of the area

Suggested design principles 2/2And in relation to the delivery of change

Avoid unnecessary change

Exploit the potential for organisational change to shape culture

But anticipate impending changes where possible (future-proofing)

Organisational Design Maximise efficiency & success Facilitate working relationships Maintain order & direction

Guideline for Organisation Design 1/3Develop organisation chart

Guideline for Organisation Design 2/3Identify new roles

Clear documentation

Implement process

Guideline for Organisation Design 3/3Information linkages

Vertical linkage

Horizontal linkage

From Vision to StructureThe process of organising:Division of Work:

Linking areas & jobs

The Division of Work.

Division of WorkBreaking down jobs

Specialisation v repetition

Structure of OrganisationsOrganisation into logical groupings

Common YOT Organisational StructuresFunctional

Divisional/Generic

Hybrid

Matrix

Strategic Commissioning

Common YOT organisational Structures-if efficiency is Important

-if in-depthknowledge andexpertise iscritical toorganisationalgoals

-if need controlthrough verticalhierarchyFunctionalDivisional / GenericMatrixHybrid-if in a largeorganisation withmultiple productlines

-to give priorityto product goals-if need to giveequal priority toboth productsand functions

-because of thedual pressuresof bothcustomers andthe environment-combineelements of theother structuresStrategic Commission-contract management of core services provided by third party, voluntary sector, social enterprise etc

Risk transference & potential cost savings

- Loss of control in core delivery and potentially strategic direction

Functional Structure

NameTitle

NameTitle

NameTitle

NameTitle

NameTitle

NameTitle

Team Title

NameTitle

Company Name

Company NameDepartment Name

YOT Manager

Community / Custody/ Resettlement

Specialist Services

Court Services

Administrative Services

Early Interventions

Functional StructureMain FeaturesOrganised around tasks to be carried outCentralised

Situations Where AppropriateSmall organisations, limited product or service diversityRelatively stable situations with repetitive tasks

AdvantagesControlled by Chief Executive, with relatively simply lines of controlEfficient and cost effectiveClear lines of internal and external accountabilitySpecialist mangers develop expertise

LimitationsSuccession problems - you create specialists, not generalistsUnlikely to be adaptive except at strategic leader levelBecomes stretched by growth as responsibilities diversifyFunctional managers can concentrate on short-term activities at expense of longer-term strategic developmentsProblems with co-ordinating the different functions and functional specialists may seek to empire-build

NameTitle

NameTitle

NameTitle

NameTitle

NameTitle

NameTitle

Team Title

NameTitle

Company Name

Company NameDepartment Name

YOT Manager

Community / Custody/ Resettlement

Specialist Services

Court Services

Administrative Services

Early Interventions

Divisional/Generic

Divisional StructureMain FeaturesReduced number of management layers & often include core activities within each division e.g. marketing, admin support etc.Each division operates almost as a business in its own rightWithin each division a functional structure existsDivisions headed up by general managers who are responsible for their own resourcesDecentralised

Situations Where AppropriateGrowing size and complexity, where appropriate splits exist (eg where there is a diverse range of products)Turbulent environmentsGeographic divisions can be used where markets very different and distance great

AdvantagesSpreads responsibility for performanceMotivates managers and facilitates development of specialists and generalistsEnables adaptive change (emergent strategy)Chief Exec stays aware from routine decisions and concentrates on corporate strategyCan be innovative / entrepreneurial throughout the organisation

LimitationsConflicts between divisions for resourcesConfusion over locus of responsibility (head office or divisions)Co-ordinating interdependencies difficult

Hybrid structureSpecialist Portfolios include:ETECAMHSSubstance misuseParentingRJ etc etc

Hybrid Structure

Main Features how the local government structure exists Divisions are strategic business units of their own for planning & control purposesEachDivisions headed up by general managers who are responsible for their own resourcesDecentralised

Situations Where AppropriateGrowing size and complexity, where appropriate splits exist (eg where there is a diverse range of products)Turbulent environmentsGeographic divisions can be used where markets very different and distance great

AdvantagesSpreads responsibility for performanceMotivates managers and facilitates development of specialists and generalistsEnables adaptive change (emergent strategy)Chief Exec stays aware from routine decisions and concentrates on corporate strategyCan be innovative / entrepreneurial throughout the organisation

LimitationsConflicts between divisions for resourcesConfusion over locus of responsibility (head office or divisions)Co-ordinating interdependencies difficult

Strengths of the Hybrid ModelAllows for single point management accountability for key areas e.g. RJ, FW, ETE etc

Reflects the realities on the ground (e.g. location of buildings, courts, travel/geographical logistics, community boundaries)

Managers having management responsibility for their teams but also specialist management functions across the YOT

Good local integration opportunities

Weaknesses of the Hybrid Model:

Does not demonstrate positioning of themed workers i.e. located within team, centralised resource covering all teams etc

Roles and responsibilities can become confused because of inevitable overlaps

It demands a high level of management team cohesion to negotiate and work with these tensions

It demands greater maintenance and communication as its flexibility is exploited over time

Structural Forms:Matrix

Matrix StructureMain FeaturesPermanent and full dual control of operating units - although one wing generally more powerful than the otherAuthority and accountability defined in terms of particular decisions

Situations Where AppropriateLarge multi-national, multi-product organisations with significant interrelationships and interdependenciesSmall sophisticated service companies

AdvantagesDecisions can be taken locally, decentralised within a large organisation, which might otherwise be bureaucraticOptimum use of skills and resources - and high-quality informed decisions, reconciling conflicts within the organisationEnables control of growth and increasing complexityMore opportunities for management development

LimitationsDifficult to implement and dual responsibilities can cause confusion - accountability and control problemsPotential conflict between the 2 wings, power issuesDecision-making can be slowHigh overhead costs

Strategic Commissioning ModelMain FeaturesMost YOTs have some form of commissioned service (e.g. Parenting, Appropriate Adult, ISS).There are many gradients of commissioning which could be applied to services ranging from corporate support through to core service delivery.

Situations Where AppropriateIn response to fiscal challengeWhere pooling of resources may need to be consideredAligns with new localism billWhen the delivery of outcomes may not be met by the current service

AdvantagesIncreases business opportunityRisk transferenceReduced costs

LimitationsProfit overtakes welfare as driverBreaking up of the YOT identity & purpose of visionPotential lessening of strategic directionBreak up of stakeholder partnership relationships

Group DiscussionHow would you describe our YOTs current structural form?

What structural forms have been used in past?

Design a new structure

Structure Design Exercise 1/4You have an unlimited pot of money to design the structure of our YOT using the job post laminates (see notes below) provided.

Using the design principles handout you have 30 minutes to:

Structure Design Exercise 2/4Determine the YOTs major work divisionsDecide the most appropriate structural form i.e. functional etc

Arrange posts into logical teamsName the individual teamsIdentify key links between posts and teams

Structure Design Exercise 3/4Part 1 Each table has 5 minutes to present their YOT structure designs

Part 2 Taking each structure in turn the whole group undertakes a SWOT analysis on each structure design

Part 3 As a group, the strengths and opportunities of each structure design will be amalgamated to design 1 YOT structure

Structure Design Exercise 4/4Part 4 Each group has 10 minutes to SWOT the amalgamated design

Part 5 Each group has 5 minutes to feedback 1 point from each quadrant

What will the change mean to me personally?

ExerciseTaking the current structure and the newly designed structure, each group has x minutes to map the changes for individual posts.

How we might overcome barriers to this?

How do we all manage the change process as smoothly as possible?

Framework for delivering change effectivelyFocusing everyone involved in the change on the business outcome and the way of delivering it will create the key foundation for successBuild a compellingcase for changeEngage change leaders at every levelWin the commitment of critical stakeholdersDesign the business to deliver whats importantDrive theprogramme

The change processChampionsUnwillingWillingAbleUnableNaveEnthusiastsSpoilersBlockersWatchersPreachers

Types of changeAdaptation / Evolution

Reconstruction

Revolution

Possible reasons for failure..No CEO supportOrganisational context ignoredInsufficient time spent on the right objectivesToo many projects happening at onceLack of leadershipNot managing risksPoor communicationNo direction or decision making

THE CHANGE CURVEShockOptimismDenialAngerBargainingAdaptingTestingAcceptanceCurrent StateFuture State

Exercise Exercise to consider where you are currently in the change cycle?

Then consider likely reactions

Then discuss the likely ways of dealing with this

CULTURE

How the structure worksThe influence ofworkingenvironmentHowpartnershipsworkHow the organisation communicatesWorkingpracticesWe also need to be aware of the impact of organisation on YOT culture

Required Culture ChangeWhat are the most important things that need to change to ensure that you work more effectively as a service in the future?

Communications Strategy

Aims of Communications Strategy 1/2Overcome fear and resistance

Win trust, confidence and commitment

Explain the rationale

Promote benefits

Aims of Communications Strategy 2/2Promote fairness

To outline expectations

To outline whats involved

Opportunities for concerns, feedback and answers

Key Principles 1/3Repetition

Actions reinforce words

Establishing integrity

Stakeholders attendance

Capable communicators

Key Principles 2/3Timely

Repetition

Updates

Reacting to Rumours

Consistency

Include everyone

Communications Strategy 1/2Review communication

Risk analysis

Define priority stakeholders

Define the key messages

Define the delivery mechanism

Communications Strategy 2/2

Set up a risk log

Design feedback mechanisms

Define guiding principles

Draft the infrastructure, assign roles and accountabilities

Integrate with change project

Full staff conference?Prepare messages

Sell benefits

Anticipate questions and answerCredible presenters

Audience participation

Answer all questions

Other methodsTeam Briefings

Briefing documentation

Regular Newsletter

Workshops

Intranet

Communication*10987654321Mass emailPaper (deskdrop)Intranet (dedicated site)Email (personal)Paper (personal)AudioconferencingVideoconferencingLive webcastConferenceGroup meetingOne-to-one

Communication & ConsultationFace to face

Electronic communication

Team Meeting

Management Board

Other groups

Other considerationsTimeframes

Further meeting

Implementation plan

Connect strategy to staff

Next Steps

Next Steps 1/2Agree Consultation Strategy

Outline Plan for Implementing New Structure

Present process for sign-off (MB and Union etc)

Consider best way to consult with staff and introduce Change Champions and Restructure Change Team

Next Steps 2/2External consultation?

Agree timescales

Team Meeting Presentation need to confirm closest date after this event

Closing date for staff consultation

Implementation planning dates?

This slide pack has been put together as an aid to YOTs who are undertaking a review of their structure.

There is a lot of information contained in these slides for your information. All slides are unlocked to enable you to choose which best suit your circumstances & all can be added to with the name of your YOT or specific local features which may be appropriate.

We recommend that you save this original slide pack for reference before editing for your local purposes.

All animation has been removed from the slides to allow you to customise the presentation process.Outline for the dayTimings, how long the day will be etc. This table is a suggested way to break up a full day. Times can be added for your purposes.

IT tip: To add or delete rows: Left click on table where you want the change: Right click to open sub menu. Select either insert rows or delete rows accordingly

It is highly recommended that you list your objectives for your session/s, whether this is a half day, full day or multiple day event. This will be referred back to when you evaluate the session. Keep these succinct & to the point. Review of the ?? day/s programme Revisit why this YOT is considering re-structuringDetermine purpose & core functions Develop a YOT vision & mission Review current structure and case for changeDesign & test structure optionsSelect most appropriate optionAgree next steps including consultation, timescales & sign-off

This is an example of an exercise which can be done with a group at the early stages of a structure review

It is important to reference the YOT minimum requirements document

YOTs are responsible for (from YJB website): Reducing Offending: identifying the specific problems that make the young person offend & building programmes to address these Co-ordination: of the work of the youth justice services Assessment: identification of needs of young peopleIntervention: identification of suitable programmes to address the needs of the young personManagement of Risk: measuring the risk they pose to othersThis exercise is a simple voting system to allow the management team to get an idea of where their team see the priority. It is not expected this is a democratic process with the highest vote winning, but it can be valuable when setting the context.

Vision driven organisations have a single focus & foster a sense of shared ownershipOrganisations often believe they have a vision but it doesnt specifically drive what staff doVision isnt generally reflected & supported in strategy, operational activities, brand, planning & staff developmentIf vision isnt linked to & doesnt drive what staff do on a day to day basis, its simply decoration

An organisation's vision is its sense of direction or ultimate destination

The vision should be clear, motivating, memorable, client focused & be able to be turned into strategies & day to day operational activities

An organisations mission is why it exists, what it does every day

The mission is best described by what we do, how we do it & what benefits it offers

The 5 inter-related areas come under the broad headings of Performance, Leadership & engagement. Neither is more important than any other element as they are all needed to underpin a successful structure.

The key points to be made here are as follows:It is vital that the vision is shared throughout the YOT & not just the property & responsibility of the Management Board or YOT Managers.The process of working towards the vision is not a one-off activityThe YOTs leaders need to motivate their staff to deliver services at the standard to help them all achieve the agreed vision.Once a vision exists, the real trick is to be able to articulate it into practical applications, i.e. what can staff do which will contribute towards the YOT meeting its vision?Have the group think about a gold star company or service they have received & think about what it was that was gold star? Then think about who it was they received such good service from & ask the question why? Whilst many answers will be generated, the point can also be made that when staff feel they are all in this together they are more likely to go the extra mile & help the organisation towards its vision.

By way of example, the YJB vision is of an effective youth justice system, where: more offenders are caught, held to account for their actions, & stop offendingchildren & young people receive the support they need to lead crime-free livesvictims are better supportedthe public has more confidence in the youth justice system

By this point it is hoped that understanding as to the YOT purpose would be clear but it must also be representative of the entire organisation. Therefore consultation must take place.

The purpose of the next session is:To review the current structure the as-is current picture, warts and all. We need to map it & show it to allTo SWOT it (Strengths/Weaknesses/Opportunities/Threats) - however dont throw the baby out with the bath water.StrengthsWe need to be sure that if we are going to change the structure we capture the strengths to incorporate in any future design,Weaknessesunderstand the weaknesses to avoid making the same mistake / establish whether it is a design issue or process issue and then ensure as we move forward we dont make the same mistakesOpportunities Which ones should be considered in future structuresThreats anything that this current structure or any in the future may pose

Form Follows Function

Need to determine your structure rather than have your structure dictate how work is coordinated.

Business function precedes design.

Include any others you may have for your local purposesDefinition: the way in which management is organised, both horizontally (layers of hierarchy) & vertically (by function, operation or matrix)

A clear structure makes it easier to see which part of the organisation does whatMaximise the efficiency & successFacilitate working relationshipsMaintain order & direction whilst promoting flexibility & creativityDescribe:

taskreporting relationshipsgroupings of individuals in departments/functionsIdentify new roles compared to status quo roles, competencies and measures

Provide clear documentation to allow all employees in the organisation to know where they fit in

Implement process for reassigning resources where appropriate

Provide vertical/horizontal information linkages to integrate diverse departments into a coherent whole

Achieve vertical linkage through hierarchy, referral, rules and plans, and vertical information systems

Achieve horizontal linkage through cross functional information systems, direct contact, task forces, teams etc.

The process of organising:Division of Work: This is the way in which work is arranged & allocated so that the goals/vision of the "organisation" can be most efficiently achieved Is dividing up the work that is done among areas & employees

Linking together these areas & jobs in order to form a single working unit

Division of WorkBreaking down of the jobs that the YOT needs to do in order to achieve its goalsJob specialisation can lead to greater efficiency per person than a more general approach but it does have its problems such as creating boring & repetitive jobs

Structure of OrganisationsTake these divisions of work and organise them into logical groupings Colour of flow chartGoodGood consistency of serviceWorkers can become specialists in their fieldClarity of roleFocused workforce developmentJobs, people & activities grouped togetherStrong for stable situationsSimple lines of accountability

BadSilo tendency and inflexibility Inability to respond to fluctuations in workload across disciplinesCase managers have to draw services from range of teamsLarge geographical distances could be unmanageable Awareness and understanding of various roles can be limitedSpecialists v generalists = succession problemsFunctional managers focus on short-term gain, not whole service strategy

Colour of flow chartEach team operates almost as its own serviceEach has its own functional structureDecentralised

GoodSpread responsibility for performanceSimilar strengths to Functional model re specialistsLocal integration and flexibilityReduction in management layers

BadConflict between division for resourcesConfusion over accountabilityConsistency of service hard to manageManagers need to manage across teams on policy & operational themesCase managers have to be familiar with full range of services

Diagram meant to be here? Cannot read.Colour of flow chart

GoodDivisions are strategic business units of their own for planning & control purposesManagers responsible for own resourcesDecentralised. Good to reflect geographyCan be responsiveSimilar positives with Functional model

BadCan cause internal competition for resourcesSimilar problems with Functional modelUnwieldy for smaller YOTsRoles can be confusedCommunications is keyNot fitting with end-to-end service for young person

10 mins to considerFor this exercise, all posts were recorded on separate cards so the group could physically move them into different structuresFor this exercise, all posts were recorded on separate cards so the group could physically move them into different structuresIt is very important to take account of the personal effect upon all your staff during this process, even if you do not have a radical change of structure. Their involvement throughout the process will improve buy in & help towards acceptance of any new systems later on (see Change Curve slide later in this pack)Need to think about how they will consult on this?What are the HR implications of this?Key issue relates to consultation with unions where & when applicableWhere are they personally?

Where are their colleagues?Adaptation / Evolution can be accommodated and occurs incrementally through staged initiatives.Reconstruction could be rapid involving upheaval in the organisation (e.g. cost cutting or restructuring). About efficiency, making the organisation better at what it does.Revolution fundamental, transformational change often in a relatively short space of time. More likely to be forced (sometimes referred to as crisis management)

EXAMPLE BEHAVIOUROptimismOver Enthusiasm Tendency to dismiss or ignore the possible downsides ShockSilence Apparent compliance Cannot relate to the change or discuss itDenialInformation is ignored. Meetings and deadlines ignored.No information is sought. Long term planning based on old ways. AngerFrustration.Knee jerk reactions.Emotional outbursts.'Back stabbing.Seething silence.Malicious complianceBargaining'Horse trading' - negotiating change compliance in return for other benefits.Excuses for not implementing some parts of the change.Using workload and prioritisation to avoid the change.Requests for extended timescales/more resources/lower targets.AdaptingRegaining old sense of control (this stage is often not visible through behaviour). TestingSetting some trial time deadlines.Evaluating impact of change.Debugging the change AcceptanceClosure on early change bugs.Productive and quality performance using the change.Signs of interest in continuous improvement of the change.

The influence of the working environmentDegree of hierarchy e.g. open plan officesOpportunities for cross-functional contactNoise levels and interruptionsSpecialist environments for types of work e.g. interview space

How the structure worksImpact of organisation design (e.g. specialist v generic teams; fairness of workload) Mobility and skills transferExtent of collaboration e.g. effectiveness of internal referrals; assimilation of ISSPAlignment of organisation with customersWorking practicesLevel of managerial direction vs. level of autonomy Compliance with standards and instructionsHow they are monitored / enforced?Team or individualistic approach 9:5 culture or flexible service delivery to engage with young people when suits

How partnerships workNature of relationships with partner agencies: constructive and collaborative or remote and unproductive?Receptiveness to external influences?

How the organisation communicatesDegree of opennessDirection of communicationMedium & style of communicationContent of communicationParticipation in team meetings etc

Overcome any initial fear and resistance to the transformation processTo win trust, confidence and commitment from all across the service to meet the challenge & deliver the required changeTo explain the rationale for changeTo promote the benefits for all those affected (Service users, customers (?), staff etc)

To promote the message that it is a fair processTo outline exactly what to expect To outline exactly what is involvedTo provide lots of opportunities for all to raise concerns and get honest feedback and answers

Repetition of messages through consistent use of a number of communication sourcesActions which reinforce the words of the messageEstablishing the integrity of the information sources it is difficult to re-establish credibility of a previously inaccurate or misleading sourceEnsure that all relevant stakeholders attend any comms sessions on a compulsory basis and receive written documentationEnsure all communicators are confident, capable and positive (through coaching?)

TimingEnsure communications are in good time for people to discuss and respond appropriatelyRun the same session a number of times if necessary to allow for everybody concerned to be able to attend and preclude the possibility of work commitments preventing attendanceFrequencyPeople are better able to deal with uncertainty if they know they are being kept updated regularly. Even if there is nothing new to say, people should be told this and be given expected milestone dates in the decision-making and implementation processReacting to RumoursThe process should reduce the levels of rumour by the very fact of keeping people informed. Face to face presentations and feedback sessions should also provide the opportunity to deal with rumours as soon as they surfaceConsistencyKey messages need to be prepared and agreed with the top team/transformation teams to ensure that only correct information is givenInclude everyoneEnsure all are reached through the comms process, even those who are absent through holidays etc

Review of communication to dateCarry out risk analysis of how failure to communicate effectively will damage the transformation programmeDefine priority stakeholders and key audience segmentsDefine the key messages for each group/stakeholderDefine the delivery mechanism (see later slide)Set up a risk log to capture any issues/concerns raised during the communication processDesign feedback mechanismsDefine guiding principlesDraft the infrastructure, assign roles and accountabilitiesIntegrate with transformation project

May want to consider holding a staff conference: useful for winning commitment of a critical mass of people to the transformational changes required.

For this, need to:Prepare messages with the transformation teamSell the benefits to all involvedAnticipate questions and prepare to answerAppoint credible presentersAllow for audience participation in break-out sessions, each facilitated by an internal good egg, and asking them a question, i.e. Are we being radical enough in this restructuring? What else could we consider to deliver even better services?Ensure all questions are answered during conference or that the unanswerable ones are followed up post conference.

Team Briefings an effective method for monthly, 2 way, communicationBriefing documentation following any presentations, messages can be reinforced by issuing all attendees with written summaries and answers to questionsRegular Newsletter when formal communication ends, rumours begin, so initially, a regular monthly update, summarising key items of impact, summary of achievements in progress, problems overcome, positive issues arising etc.Workshops on transformation related projects, i.e. competency design, are an excellent vehicle for reselling the transformation messagesIntranet excellent vehicle for information sharing and collating of transformation project information, accessible to all

Use this graphic to illustrate that whilst 1-2-1 communications allows the communicator to check messages have been delivered & understood, they are very expensive, time intensive & resource heavy. Whilst at the other end of the inverted pyramid, mass e mail may well reach everyone quickly & efficiently, it is the most impersonal, unverifiable method of communication.The consultation needs to be a combination of:

Face to face feedbackElectronic communication to staff & stakeholdersTeam Meeting discussionsManagement Board Other groups to communicate to

Key end point is to ensure the strategy is understood by operational staff; they need to be engaged with the objectives and be clear as to their role in meeting these objectives.

Timeframes

Further meeting following consultation

Plan to be drawn up to detail implementation

Connection between a strategic change to frontline staff

It is important to ensure everyone knows what they are doing next, about who is responsible for each stage & how they are going to report progress, issues & risks back & to whom?This is just a suggested list as your local context may require more (or possibly less)This is just a suggested list as your local context may require more (or possibly less)