2016

MINISTRY OF FINANCE AND PUBLIC SERVICE Grace A. Scarlett-Duncan

[ABRIDGED CHANGE MANAGEMENT STRATEGY] Communication Plan, Coaching Plan, Training Plan, Sponsors Plan and Resistance Management Plan

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APPROACH TO DEVELOPING CHANGE MANAGEMENT STRATEGY

As Indicated in work plan (2016) related to this document, this strategy has to incorporate the work that has been started in the MOFPS. It will

include work from the Change Readiness Report Smikle and Delmarr (2014), and Communications Strategy BIT( 2015) respectively. A SWOT

analysis was done on the implementation of change thus far.

The Strategy includes:

Resistance Plan,

Sponsor’s Plan,

Training Plan,

Coaching Plan, and

Communication strategy and plan.

All five levers will act in concert to impact Individual, Organizational and Enterprise Change Management within the MOFPS. The Communications

strategy will serve as the glue for the change strategy. Emphasis will be place on further engaging the staff, empowering them and embedding the

change.

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RESISTANCE MANAGEMENT

Prosci contends that resistance to organizational change is rarely irrational. Employees resist change efforts from a perspective that makes perfect sense to them.Aldenle (2014) argues that it is important to note that it is normal for employees to resist change. The natural and normal reaction to any change is resistance. Unfortunately, some change management practitioners and business leaders often underestimate the level of comfort with employees and organization’s current state. So, resistance to change in such organization is naturally the most challenging and puzzling aspects of their change initiative. However, people’s aspect of any change is the most difficult area of change, because it involves people and usually, organizations don’t change, people do.

Catherine Adenle (https://www.linkedin.com/pulse/20140905152010-47571147-leading-change-10-crippling-reasons-why-employees-will-resist)

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Delmarr & Smikle in their Change Readiness Assessment Report advanced the recommendation for a proactive Resistance Management Plan to

identify and systematically address sources of resistance and indifference associated with change . This is the adopted approach for dealing with

resistance during this change management process.

Research on the function of the brain shows that resistance is not only a psychological reaction to change but actually a physiological reaction ("The

Neuroscience of Leadership" by David Rock and Jeffrey Schwartz). To act in a new way requires more power from the brain. The physiological

reaction when presented with a new way of doing something is to revert back to what the brain already knows. Human beings can adapt their

behavior, but it is a difficult and painful process—even for the brain itself.

For Prosci, resistance is ultimately an individual phenomenon. While research and analysis can identify broadly the root causes for resistance, it is important to ultimately address resistance by individuals at the individual level. The best way to identify the root cause of resistance is through a personal conversation between a resistant employee and their supervisor.

Causes of resistance:

Perceived loss of power.

Low buy in amongst some senior executives.

Persons not seeing the benefits; what is in it for me?

Fear of the unknown.

Previous reforms in Jamaica resulted in loss of jobs.

Failure with past experience to transform.

The change readiness report prepared by Smikel& Demarr, shows a high percentage 47.4% , assessed the change as having Ministry-wide impact, with a corresponding 41.9% appreciating that the majority of employees will be affected. Additionally, 41.9% of the participants agreed on variations in experience and impact of the change suggests a critical need for emphasis managing the “people side” of change (Smikle&Delmarr 2014).

For Lewars (2013), his exposure to the MoFP has indicated that several sources of resistance to change exist; the feedback indicates that resistance occurs mainly at the bottom and top of the organisation and increases with the length of time that an employee has been in the organisation

The table below information (in column 1& 2 provided by Lewars 2013) indicates the types of resistance that may be experienced at the MoFP, as well as ways to address the same.

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RESISTANCE PLAN

Type of Resistance Measure to Address Resistance RESPONSIBLE PERSON( to be finalized)

Low participation in change meetings, arriving late for meetings and leaving early

Demonstrate benefits for the individual of supporting change (eg: ability to leave work at the end of the work-day)

HRM/PMO/Change Management Specialists/supervisors

Reluctance to perform required change activities

Strengthen accountability and performance system and ensure measures focused on new activities required for change

HRM/PMO/Change Management Specialists/supervisors

Unwillingness to release staff for change activities or provide needed change resources

Demonstrate benefits for the individual for supporting change (eg: ability to leave work at the end of the work-day)

HRM/PMO/Change Management Specialists/supervisors

Open objection to new procedures ; Unwillingness to do new things, volunteer for activities, or stay late on change activities

Re-design incentive structure to focus on providing more non-cash rewards (eg: awards, recognition at meetings) for persons who are willingly supportive of change efforts

HRM/PMO/Change Management Specialists/supervisors

Spreading rumours Communication of facts surrounding change and its implications in order to counter rumours

PMP/COMPR/Sponsor/Ambassadors

Visible frustration and frequent complaints

Training on new functions to be performed after change so as to lessen the level of fear associated with new procedures

HRM/PMO/Change Management Specialists/supervisors

Sabotage, continue current tasks Strengthen accountability and performance system and ensure measures focused on new activities required for change

HRM/PMO/Change Management Specialists/supervisors

Make themselves unavailable Groom others to perform tasks in the changed environment and to replace persons creating the roadblock

HRM/Supervisor

Undue delays in submitting information required for change

Strengthen accountability and performance system and ensure measures focused on new activities required for change

HRM/Supervisors

To support activities in template above, emphasis will be placed on:

Engagement of Senior Management.

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Using activities in communication strategy.

Training and coaching. Training will be delivered on leading/coaching teams and communicating with them ( inter alia)

Development of Resistance Management Handbook (engage manager in review) with tools below. This will include ways to manage

resistance and build desire for change.

Resistance management template; Kotter and Schlesinger (1979) proposed a more emergent view to tackling employee resistance, stating that the circumstances of the change and the content of the change itself will vary largely between organizations and that this should determine the appropriate response. They outline a number of approaches from education to coercion, describing who and when to use them to reduce resistance, and details the advantages and drawbacks of each.

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Methods for addressing change resistance from Kotter & Schlesinger

(https://www.google.com.jm/search?q=resistance+management+plan&biw=)

NRMA's Change Management Roadmap screen shot (shown below) that illustrates how to use the three stages (Engage, Enable and Embed) of change to enable people to commit to change.

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NRMA Change Effectiveness Roadmap

For Adlene (2014), understanding the most common reasons why employees resist change or object to change will give you the opportunity to plan the change strategy to address these factors. It’s not possible to be aware of all sources of resistance to change. However, expecting that there will be resistance to change and being prepared to manage resistance is a proactive step. Recognizing behaviours that indicate possible resistance to change will raise awareness of the need to address the concerns. It is recommended that a “How to manage resistance handbook be developed to assist managers and supervisors in the process.

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SPONSOR’S ROAD MAP

A sponsor roadmap identifies the key activities and responsibilities of the primary sponsor and other business leaders who are needed to support the change. It is organized by phase of the project. One of the key roles of the change management team is to create identifiable actions that senior managers can do to sponsor the change (Sponsor roadmap)

Prosci's Sponsorship Checklist draws from two decades of benchmarking research, including over 3,400 participants. This checklist can be used as an

audit tool to see if the best practices are being employed in how senior leaders are being engaged in the change initiatives. Prosci has provided us with a 10 point checklist on change management sponsorship, Sponsors should be:

1. Aware o f t he impor tance they p lay i n mak ing changes success fu l . The greatest overall contributor to project success is active and visible sponsorship, as discovered every year by Prosci’s benchmarking research on change management.

2 . Aware o f t he i r th ree b igges t ro les in suppor t i ng o rgan iza t i ona l change. Senior leaders must: Participate actively and visibly throughout the project, Build a coalition of sponsorship with managers and peers and Communicate effectively with employees

3 . Ac t i ve and v i s i b l e th roug hou t t he p ro jec t . Effective sponsors must be involved in more than just signing their names on the project charter. Sponsor engagement must happen throughout the life of the project, from the kickoff to project completion. Effective sponsors cannot disappear or remain in the background.

4 . Bu i l d i ng the coa l i t i ons necessa ry fo r t he change to be success fu l . 5 . Commun ica t ing d i rec t l y and e f fec t i ve ly w i th emp loyees . 6 . Aware tha t t he b igges t m is take i s f a i l i ng to pe rsona l l y engage as the sponso r . 7 . P repa red to manage r es i s tance . Managing resistance is a key role of senior leaders, managers and supervisors. 8 . P repa red to ce leb ra te successes . Celebrating successes (even small, short-term successes) is an important part in building support and

momentum for your changes. Sponsors play a key role in recognizing employees both publicly and privately. 9 . Se t t i ng c l ea r p r i o r i t i es rega rd ing th is i n i t i a t i ve , o the r in i t ia t i ves and day - to -day work . 10 . Avo id ing the ' f l avo r o f the mon th ' synd rome.

(https://www.prosci.com/change-management/thought-leadership-library/change-management-sponsor-checklist)

According to data from the 2005 Change Management Best Practice Report 2005 Report Data - Identifiable actions for sponsors are:

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Kick-off special events and training sessions.

Track progress of the team.

Hold the team accountable for results.

Be involved in critical decision-making.

Remove barriers or obstacles.

Be visible to employees; use multiple avenues to demonstrate your support.

Be accessible to the project team; ensure that other managers are accessible as well.

Attend status meetings.

Lead the steering committee.

Build support with other business leaders.

(http://www.change-management.com/2005-Report-sponsorship.pdf)

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The Sponsor’s work plan is included in the Communications Plan

Target Group Activity Date time Notes

Project Team

Executive sponsors

Employee

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TRAINING PLAN

Before preparing the training plan, it is imperative to delineate the scope of the training plan. The transformation programme is two pronged; project management- the ‘technical’ side and change management -the ‘people’ side. This training plan will make recommendations focusing specifically on the change management aspect of the programme. It will not be designing and delivering training, for the project management there is a training department. This intervention is proposed to build capacities that can engender the institutionalization of change assist senior manager and supervisor to successfully lead and manage the change. Additionally, it will deliver training to all critical stakeholders assisting acting as controls to advance the change agenda.

The training will focus on understanding the context and scope of change as follows:

Building a high performance culture for the Centre of excellence and value chain approach.

Implementing change management

Understanding organization culture

Leadership

Training and Engaging staff

Change Management

Leading people and teams through successful change

Roles as change managers and leaders; coach

Managing resistance and building desire for the change

Managing communications within the context of change

Strategies for monitoring and evaluating the change

Situational Leadership/Strategic Thinking

Cultural Analysis

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Implementation of Training

The training will be delivered by the MOFPS Change Specialists supported by the PMO Change and Culture Management Specialists. Where

necessary, support will be requested from HRMD. Additionally, training agencies will be procured to deliver some aspects of the training.

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Training Plan

Session modules

Content outline/Concepts

Learning outcomes

Objectives duration

Target audience

Facilitator Timeline Budget

What is change management

Understanding Management and Change Management in MOFPS. Implementing the change. Helping employees to transition during change. Role of a Change Manager and institutionalizing change. Networking

Enhanced understanding to lead change management and ensuring its sustainability.

Develop appreciation for their roles as leaders, coaches and managers during implementation of change management by participating in activities. Differentiate between individual and group activities. Finalize coaching plans for their divisions. Conform to the principles of change management.

1 day Senior Managers/Supervisors, Mentors Ambassadors.

June 2016

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Session modules

Content outline/Concepts

Learning outcomes

Objectives duration

Target audience

Facilitator Timeline Budget

Managing resistance and building desire for the change

Motivating employees to adopt the training. Modeling the behaviour. NRA change Road Map. Understanding Resistance. Types of Resistance. Developing& Implementing Resistance Plan.

Increased acceptance for change.

Identify types of resistance. Develop a appreciation for motivating staff during change by participating in group activities. Formulate strategies on motivating staff. Critique resistance handbook.

1day

Executives, Senior Managers/Supervisors

August 2016

Building a culture Centre of excellence and value chain approach

Team Work/Cross Functional Teams Building a Culture of accountability Leading employees to achieving mission, core values and vision. Reviewing the Organizational

Improved organization culture.

Express commitment to implement an improved PMAS. Review Culture maps. Define culture mapping. Recognize gaps in culture and

1 Day

Executives Senior Managers/Supervisors

December 2016

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Session modules

Content outline/Concepts

Learning outcomes

Objectives duration

Target audience

Facilitator Timeline Budget

Culture (managing, influencing and changing) to create a culture to support change Culture map. Cultural strengths and weaknesses. Building trust and Accountability.

identify strategies to improve same. Critique the implementation of PMAS in MOFPS.

Leading people and teams through successful change

Emotional intelligence. Types of leadership. Building and leading high performance teams. Map of consciousness. Managing diversity in the change. Communicating changes. Evaluating teams (PMAS). .

Enhanced capacity to institutiona-lize change.

Assess their leadership styles. Appreciate importance of communication during change by participating in activities. Assessing their level of consciousness as leaders. Evaluate the different leadership styles.

1 day

Executives/Managers/Supervisors

January 2017

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COACHING PLAN

Coaching is a form of development in which a person called a coach supports a learner or client in achieving a specific personal or professional goal. The learner

is sometimes called a coachee. Occasionally, coaching may mean an informal relationship between two people, of whom one has more experience and expertise

than the other and offers advice and guidance as the latter learns; but coaching differs from mentoring in focusing on specific tasks or objectives, as opposed to

general goals or overall development ( https://en.wikipedia.org/wiki/Coaching)

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What is a coaching plan?

For Prosci, the coaching plan defines how support will be provided to managers and supervisors during the change and how they will interact with front-line employees. The objective is to fully enable these managers and supervisors to:

sponsor the change, support their employees during the change, and support their employees in the new, changed environment.

The Case for Coaching in the MOFPS

In its 2016 Cultural Survey Report, BIT presented on the variable ‘Support staff received from Managers’; for BIT this is worrying as just half of the respondents agreed, and nearly a third of the staff (31%) did not agree that their manager or supervisor had motivated them to be effective during the previous six months. Respondents were marginally more positive about their confidence in their manager’s decision-making, which may be linked to perceptions regarding lack of transparency (BIT 2016). This finding has reminded us of the importance of coaching to ensure the success of the Transformation Programme.

In his summary on the importance of coaching, Prosci points out that increasing the change management impact is something every change management team is looking to do. So often we, as change managers, overlook and forget the importance of coaching in our overall change management plan. Coaching is an effective means to create desire, knowledge, ability and reinforcement in your front-line employees. Having front-line employees that desire to participate and support the change, have the knowledge on how to change, have the ability to implement required skills and behaviors for the change, and receive the reinforcement to sustain the change are invaluable to the success of a project. (Prosci )

AREAS FOR EMPHASIS

What are the steps to developing a coaching plan?

Enabling supervisors and managers to be effective change management coaches ,

Training of Managers and Supervisors on the importance of their involvement in the Change Management Process.

Role of the coach and How to communicate the changes.

How to implement Individual and group Coaching Plans. The Coaching Plan will be linked to the Training Plan.

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COACHING PLAN

Activity Persons Responsible Start date End date Status COST

Prepare manager for change Change Management Team PMO/CCMC

Explain to managers the need for change

Develop managers competency to lead the change

Help Mangers to adopt to the change

Lead employees through the change Managers

Introduce change to employees

Manager employees through the transitions

SUPPORT MANAGERS Change Management Team

Provide Support for Managers

Provides performance data for project

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COMMUNICATIONS STRATEGY

Goals of Communication Strategy are:

To galvanize support for the Transformation Programme in Ministry of Finance and the Public Service geared towards achieving centre of excellence by 2018.

To implement communication activities that will foster greater “buy in”, to transforming MOFPS into a centre of excellence by 2018.

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OBJECTIVES OF COMMUNICATIONS STRATEGY (Main Objectives and Strategic Objectives are included)

Main objective

To increase knowledge of staff about the benefits of the Value Chain approach in the Transformation Programme by the next 10 months. Strategy objectives

To increase awareness amongst staff on the roles and responsibilities in ensuring the success of the Transformation Programme by 2017.

To engage staff in the review and reengineering of the Business Processes for the transformation exercise over a 10 month period. Main Objective

To promote a culture of high performance within the MOFPS towards achieving a Centre of Excellence by 2018. Main Objective

To create buy in and ownership for the vision of the MOFP becoming a center of excellence by 2018.

Strategy objectives:

To provide accurate and on time information to staff at the MOFPS about the Transformation Programme

To consistently communicate to staff the rationale for transforming to a centre of excellence by 2018.

The strategy will be based on the 3 Pillars below:

BUY INTO THE VISION OF CENTRE OF EXCELLENCE

•What is the Centre of Excellence?

•What are the tenets/symbols of a centre of excellence?

•Expectations in a Centre of Excellence; what will people be doing and saying, what will things look like?

•What is Transformation?

•Why is Transfromation necessary?

•Benefits to be acrued to staff as a result of transfromation

ENGAGING STAFF ON THE VALUE CHAIN APPROACH

•How do we currently operate?

•What is our current structure?

•What will the new structure looks like?

•What is the Value Chain approach?

•What are the benefits of Value Chain Approach?

•What are the benefits of changing these processes?

•What is in it for me? WIIFM

•What processes will be changed?

•What roles will be changed?

•How will it improve efficiency?

•How will working be smarter and not harder?

ENGAGING/COLLABORATING STAFF ON BUILDING A HIGH PERFORMANCE WORKPLACE CULTURE

•What is Organizational Culture?

•what is our current culture?

•What are the gaps in our culture?

•How do the gaps prevent us from achieving our mandate?

•What critical cultural factors will helps us to achieve our

•mandate?

•What is the culture we want to adopt, manage or influence?

•How can we join hands to build the culture we want to

• experience?

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Message Map

Proof Point

By 2018 The Ministry of Finance and Public Service will be Transformed into a Centre of Excellence by Comprising:

1. A high talent workforce- a learning Organization; 2. Technology–enabled improvements of critical business Processes; 3. A realigned Organizational Structure; 4. Customer- centric service orientation

Supporting Messages

The MOFPS, dynamic and relevant, transforming into a Centre of Excellence.

Proof Points:

The Value Chain groups similar activities under organisational units that should be exploited by coalescing as one department. Departments are then separated from other groups of activities that are markedly different.

Integrating our Business Processes, removing cultural barriers and working together to achieve our Centre of Excellence.

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• MOFPS organizational structure WILL corresponds to the Value Chain will improve an organisation’s ability to create and sustain

competitive advantage and add value.

• YOU, our highly trained workforce, will have opportunities to move to jobs within the MOFPS that are better suited to your innate abilities, skills sets and training. Limited separation from MOFPS as a result of transformation.

Supporting message

The MOFPS reinforcing high performance culture to achieve the Centre of Excellence

Proof point

Staff will benefit from:

Enhanced job satisfaction and engagement

Working smarter not harder

Information readily available and openly communicated

Greater empowerment and enhanced ability to make solid decisions

Visionary, inspirational leadership

Lifelong Learning Opportunities and Development

Shared power and decision-making across the entire MOFPS, not concentrated at the top

A”greener” safer and more secure work environment.

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WORKPLAN

OBJECTIVES MESSAGE TARGET GROUP

STRATEGY ACTIVITY TIME-LINE OUTPUT MEANS OF VERI-FICATION

EXPECTED OUT-COME

PERSONS RESPONSIBLE

COST (BUDGET) RESOURCES

To create buy in and ownership for the vision of the MOFP becoming a center of excellence by 2018. Strategy objectives: To provide accurate and on time information to staff at the MOFPS about the Transformation Programme To consistently communicate to staff the rationale for transforming to a centre of excellence by 2018.

Integrating our business processes, removing cultural barriers and working together to achieve a Centre of Excellence. anto achieve our Centre of Excellence.

MOFP Senior executives Union Representatives MOFP Staff

Collaborate with Sponsors Executive Meetings on selling the vision Inter personal communication

FS Executives meeting

May 2016 – March 2017

# of staff participating in meetings held

Meeting notes

Increased Ownership of Centre of Excellence

PMO/COMPR/FS

Develop

Information Education and Communication Materials (IEC)

Develop and print brochures, fact book and Newsletter on Transformation. Publishing information on intranet. Develop Road Map vision Board on the Centre of Excellence

July 2016 July 2016 July 2016 November 2016

# of fliers and News- letter produced and distributed

dispatch records Roadmap Vision Board

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OBJECTIVES MESSAGE TARGET GROUP

STRATEGY ACTIVITY TIME-LINE OUTPUT MEANS OF VERI-FICATION

EXPECTED OUT-COME

PERSONS RESPONSIBLE

COST (BUDGET) RESOURCES

Use of Webex with FS and supporting Sponsors hosting staff meetings to improve communications engage more staff on the transformation process (build trust)

Staff Meeting held via webex to promote the Centre of Excellence Consultations

June 2016 and quarterly June- ongoing

# of staff engaged in webex meetings

Reports survey

Enhanced awareness on the vision

Staff engagement/consultation Sessions

Transformation Mentors presentation/story telling workshop Present Incentives to ambassador Consultations Email/WhatAppsgroups

July 2016 ongoing June 2016

# of ambassador engaged

Register Video

COMPR/PMO/CCMC

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OBJECTIVES MESSAGE TARGET GROUP

STRATEGY ACTIVITY TIME-LINE OUTPUT MEANS OF VERI-FICATION

EXPECTED OUT-COME

PERSONS RESPONSIBLE

COST (BUDGET) RESOURCES

Use popular culture to engage the difference audiences

Transforming to a centre of excellence, Staff competition on the tenets of a centre of excellence/ Transformation jingle

August 2016 July 2016

#of staff engaged in the process. Jingle produced

Jingle

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OBJECTIVES MESSAGE TARGET GROUP

STRATEGY ACTIVITY TIME-LINE OUTPUT MEANS OF VERI-FICATION

EXPECTED OUT-COME

PERSONS RESPONSIBLE

COST (BUDGET) RESOURCES

Use the existing/new communication channels to encourage staff to participation and feedback

Establish Transformation 12-1pm hotline every Thursday for staff to call and get the facts and give feedback.

June 2016

# of staff engaged via this medium

Call log

PMO/COMPR/CCMC

Replace notice Boards with guidelines to focus on transformation Ask staff to leave their name and comment when they visit notice boards. 4 electronic notice boards

August 2016

Number of staff engaged via this medium

Staff log with comments

COMPR/PMO/CCMC

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OBJECTIVES MESSAGE TARGET GROUP

STRATEGY ACTIVITY TIME-LINE OUTPUT MEANS OF VERI-FICATION

EXPECTED OUT-COME

PERSONS RESPONSIBLE

COST (BUDGET) RESOURCES

Partner with Social Outreach Committee to host sessions to inform staff on the achievements and celebration of Transformation

Transformation Social and get the facts and celebration session

July 2016- ongoing

Number of staff engaged in session

register

PMO/CCMS

Promotion of transformation by Sponsors

Transformation Tour- FS, mentors walking with his Executives on a quarterly basis to meet staff on transformation (PR) activity

June 2016-

# of staff engaged during FS/EXEC

Video

COMPR/CCMC/COMPR

Selection of Advocates, pride builders and trust nodes.

September 2016

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OBJECTIVES MESSAGE TARGET GROUP

STRATEGY ACTIVITY TIME-LINE OUTPUT MEANS OF VERI-FICATION

EXPECTED OUT-COME

PERSONS RESPONSIBLE

COST (BUDGET) RESOURCES

Develop Docudrama on transformation Sponsor Tour

December 2016

Power Coalition sessions

September 2016 ongoing

Transforming story bank- monthly deposit by Department heads-incentives provided

June 2016

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OBJECTIVES MESSAGE TARGET GROUP

STRATEGY ACTIVITY TIME-LINE OUTPUT MEANS OF VERI-FICATION

EXPECTED OUT-COME

PERSONS RESPONSIBLE

COST (BUDGET) RESOURCES

Branding of the Transformaition Programme To enhance visibility

Transformation campaign: Selection of Brand Ambassadors Training of Ambassadors, logo Novelty items (arm band, cups, pins and shirts)for campaign Branding of Football competition, mouse pad (use information from survey) Ambassadors engagement of staff Branding of Canteen Develop Web page for transformation Develop email

May 2016-March 2017 May 2016 September 2016 Jan 2017 August 2016

# of persons reporting an awareness about the vision # of persons engaged on the webpage

Transformation Materials Photos, survey Report Webpage report

Increased knowledge on Transformation

PMO/COMPR/CCMC/CA/Transformation ambassadors PMO/CCMC/COMPR/ISU

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OBJECTIVES MESSAGE TARGET GROUP

STRATEGY ACTIVITY TIME-LINE OUTPUT MEANS OF VERI-FICATION

EXPECTED OUT-COME

PERSONS RESPONSIBLE

COST (BUDGET) RESOURCES

signature Presentation on transformation: Powertoon Adobe software Rock Speakers

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OBJECTIVES MESSAGE TARGET GROUP

STRATEGY ACTIVITY TIME-LINE OUTPUT MEANS OF VERI-FICATION

EXPECTED OUT-COME

PERSONS RESPONSIBLE

COST (BUDGET) RESOURCES

To increase knowledge of staff about the benefits of the Value Chain approach in the Transformation Programme by the next 10 months. Strategy objectives To increase awareness amongst staff on the roles and responsibilities in ensuring the success of the Transformation Programme by 2017. To engage staff in the review and reengineering of the Business Processes for the transformation exercise over a 10 month period. reengineering of the Business Processes for the transformation exercise

The MOFPS dynamic and relevant, transforming into a Centre of Excellence

FSEXEC Middle Managers Executives Union Representatives Staff

Consultation on the Value Chain Approach Meetings on the New Proposed Structure Workshops on the New Structure Engage staff in activities broaden their knowledge on the Value Chain Approach

Consultation Session with FSEXEC

May 2016

Approved Structure

Structure Minutes

Increased ownership and knowledge of the strucutre

PMO/FS/DG

Presentation on the new structure to FSEXEC Host sessions with Middle managers Union and staff

June 2016- July 2016

Approved structure

Strucutre Minutes

PMO//FS/FSEXEC

Development of IEC materials on the structure Best Develop Process Flow Diagram Department Selfie Challenge Video Camera

March 2017 October 2016

# of IEC materials produced and distributed

IEC materials

PMO/COMPR/FSEXEC

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OBJECTIVES MESSAGE TARGET GROUP

STRATEGY ACTIVITY TIME-LINE OUTPUT MEANS OF VERI-FICATION

EXPECTED OUT-COME

PERSONS RESPONSIBLE

COST (BUDGET) RESOURCES

MOFPS Jamaica Day/Vision 2030 and Centre of Excellence Independence Display and concert

August 2016 #of staff engaged in activities

Photo reports

PMO/COMPR/SSOC

Establish Transformation ambassadors Committees

September2016

Renovation of Staff Bathroom (colours and accent walls)

June 2016

photos PMO/CCMC

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OBJECTIVES MESSAGE TARGET GROUP

STRATEGY ACTIVITY TIME-LINE OUTPUT MEANS OF VERI-FICATION

EXPECTED OUT-COME

PERSONS RESPONSIBLE

COST (BUDGET) RESOURCES

Outfit sick bay with scale and pressure/glucose check machines

August 2016

reports PMO/CCMC

Implement a Suggestion Window for staff to give feedback on Change

June 2016 # of staff providing feedback

Log sheet PMO/COMPR

Teambuilding activities for Offsite Agencies/Departments

July 2016 # of staff engage in activities

Reports/photos

PMO/SSOC

Elegant spaces ; Installing Park

June – December

# of staff reports PMO/SSOC/HR

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OBJECTIVES MESSAGE TARGET GROUP

STRATEGY ACTIVITY TIME-LINE OUTPUT MEANS OF VERI-FICATION

EXPECTED OUT-COME

PERSONS RESPONSIBLE

COST (BUDGET) RESOURCES

Benches, enhance paintings, pantry transformation competition

2016

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Appendix

Communication Challenges which are summarised in the table develop by BIT 2015, (see appendix)

BEHAVIOURAL Insight Application to MoFP

Loss aversion and endowment

effect

Loss aversion and endowment effects are challenges that we are likely to return to throughout the programme.

All changes made as part of the TP that involve removing or taking something away, however minor (e.g. staff mentioned the loss of paper

pay slips to BIT), are likely to be felt and attended to by staff more strongly attended to than gains. The PMO should be careful to only create

losses where they're critical.

Communicating about the potential costs and risks of not doing something (e.g. organisational changes) rather than - or in addition to - the

benefits of doing something could be a more effective motivator.

If MoFP staff develop a sense of ownership for the Transformation Programme, they will value it more highly. Using language that clearly

positions ownership of the TP amongst staff (e.g. “your transformation”) and reinforce this by involving staff in delivering change and sharing

examples of this in communications.

Applying social norms Care should be taken to avoid inadvertently reinforcing negative behaviours by communicating messages that they are already widespread

across the organisation.

While care should be taken to ensure messages do not include information that is inaccurate or misleading, messages about widespread

positive behaviours and attitudes could help to encourage their frequency, especially if they reverse or debunk misconceptions. For example,

based on survey findings “most staff understand the need for change and believe we have the skills and capability to get the job done”.

Confirmation bias Pre-existing beliefs (positive/negative) about the TP may diminish or counteract the impact of new communications.

Informing staff about change may not be sufficient. To change beliefs, the PMO should reinforce messages with evidence of actions and

commitment, challenging any pre-existing beliefs.

The ‘labour illusion’ and

transparency

Transparency in communications is vital to reducing anxiety caused by uncertainty in the context of change.

Providing MoFP staff with evidence of tangible work being done on their behalf, especially if that work is in direct response to staff requests

(without overwhelming them with too many emails or too much information) has the potential to improve perceptions of the ‘value’ of those

changes.

The caveat is that, if the final outcome is unfavourable, operational transparency is unlikely to improve the perceived value of the PMO’s work,

or staff satisfaction.

Reciprocity As with the ‘labour illusion’, including information about work being done on their behalf (e.g. by the PMO) could elicit a reciprocal response.

Furthermore, if you are asking people to do something, explain first what you have done for them.

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Using a friendly, less formal tone in messages (e.g. “Good luck”) may elicit a more cooperative response.

Including subtle references to desirable actions MoFP or PMO have taken on behalf of staff (e.g. pay-rises, improved work environment) to

prompt reciprocity.

Perceptions of fairness

The PMO should try wherever possible to consult with and involve staff before a decision is reached to increase the likelihood that they will

accept the final outcome.

Wherever possible information should be included in messages to ‘show the working’ and evidence the fairness of decision-making (e.g. who

made the decision and based on what evidence/information).

Reference-dependant preferences When communicating about change it is likely that the recipients will make comparisons: what did the situation like before, what is the

situation like for others (e.g. Block G vs. other Blocks?) and what is expected in the future. By including points for comparison, you could have

influence over what information serves as the reference point.

Implementation intentions

When requesting a complex set of actions, break down the steps required in delivering the task into small, manageable chunks, highlighting

barriers and how to overcome them.

For maximum effect, find a way to get recipients to break down the steps themselves (e.g. in discussion with line managers), identifying

potential barriers and solutions.

Find associations with other regular events (to serve as memory aides). For example, if the task if to be done weekly, associate it with another

more familiar (or attractive) weekly event such as a team meeting or favourite TV show.

Make it easy by reducing the ‘hassle

factor’

Make it easy for recipients to understand exactly what they are being asked to do in concise, plain language.

Make it easy for recipients by reducing the number of steps required – e.g. provide information in attachments, embed internet/intranet links,

and provide contact information. Pre-populate forms with information where possible and provide helpful reminders (e.g. using electronic

calendar prompts) to alert recipients when it is time to take action.

Present bias Messages should focus on immediate as well as longer-term benefits of the TP. As much as possible, non-critical costs should be put off into

the future, and benefits brought forward. Where not possible, try to align the time periods in which costs and benefits are felt, and, - reflecting

the impact of loss aversion – bear in mind that commensurate costs and benefits will still feel like a net loss.

Where change does not involve immediate benefits, consideration should be given to whether approaches (i.e. apart from information alone)

may better encourage behaviour - for example, using existing reward and recognition schemes, or creating a competitive element to promote

behaviour change.

Social identity MoFP staff share several social identities (as Jamaicans, MoFP staff and public sector workers). When communicating difficult messages,

remind recipients about common, unifying goals.

Demonstrate how change will help MoFP meet its aim of being a more effective public sector organisation.

Status quo bias and ambiguity

aversion

Challenging the fear of unknown risks during time of uncertainty is very tricky. As noted above, success relies on open, honest and consistent

communication, backed up with behavioural evidence that demonstrates that a positive intent underlies decision-making.