Managing and Delivering Change Method Statement (Final)

ISiS Partnership Managing and Delivering Change Method Statement

Variant Bid Volume 2

Section A5

28th November 2006

Managing and Delivering Change Method Statement

Table of Contents

1.1 ........................ 1 Managing and Delivering Change Method Statement1.1.1 ............................................................................ 1 Introduction1.1.2 ............................................................... 1 Capability Overview1.1.3 ................. 3 Transforming services to meet your requirements1.1.4 .............. 12 Other requirements listed within ITN Section 5.4.2

IBM Response to ISiS ITN Volume 2 – Section A5

IBM Confidential


1.1 Managing and Delivering Change Method Statement

1.1.1 Introduction

This method statement is IBM’s response to the context and requirements provided within section 5.4 of the ISiS ITN. The statement contained here is based on IBM’s Variant bid response. A separate version of the method statement is provided to support our Standard Bid.

Please note that the Standard Bid method statement for Managing and Delivering Change explains the Systems Thinking method which IBM will use within service transition and operation. This method includes a number of components that will facilitate large-scale changes to ways of working within the ISiS Programme. What we shall be describing is here are methods and programmes of work that are provided in addition to Systems Thinking, which remains at the core of both our Standard and Variant bids.

All of the programmes of work that we are highlighting contribute to the councils’ transformational change agenda. Nevertheless, there is a close alignment between your requirements as listed in the ITN and the following elements of IBM’s variant proposal:

1. Transformation Programme Structure and Processes / Turning your Vision into Reality proposal

2. Social and Economic Development Programme

3. People Excellence Programme

4. Technology Enablement Programme

Consequently, our response to this ‘method statement’ provides an explanation of how our overall approach to Governance, Change management and Programme Management (item 1. above) will fulfil your requirements, in combination with the three specific programmes of work listed in 2-4.

1.1.2 Capability Overview

IBM Global Business Services is the consulting and systems integration division of IBM and employs around 4,300 consultants within the UK. As part of a large, global corporation, we have a wealth of additional experience to draw upon, including our industry-leading innovation and research services that are available within the UK and internationally.

There is no single method for successful delivery of transformational change of the size and scale that is defined within ISiS and the councils’ broader transformation visions. Long-term success comes from creating the right blend of strategy and delivery methods and tools in partnership with you, underpinned by class-leading and highly flexible Programme Management, Change Management and Process Improvement methods.

Within each of the change programmes we are proposing, we will deploy and tailor specific IBM tools and methods – the main ones being as follows:

Customer Access / Citizen Wellbeing – Contact Centre Optimisation


IBM Confidential Page 1


Enabling Efficiency and Modernisation – Systems Thinking, Ascendant SAP, Shared Services method

Technology Enablement – Services Oriented Architecture, Component Business Modelling

People Programme – Magic Carpet method for Culture Change

Business Change Management – Change Management Framework

Transformation Governance and overall programme management – IBM’s World-Wide Programme and Project Management method (WWPMM), and our overall suite of strategy and delivery methods (GS Method).

Within each of the Programmes we are proposing within the Variant Bid (within Volume 2), we describe how these methods – and others - are used in the development and delivery of the projects we have identified.

The specific methods and tools we are proposing for Programme Management and Change Management are described in detail within the Turning Your Vision for Somerset into Reality document. The high-level model we use to explain this appears below:

BPR

Change Mgmt

ProgMgmt

BPR

Change Mgmt

ProgMgmt

Figure 1: Key components of Benefits Realisation

The topics that the Turning Your Vision into Reality document covers include the following:

How Business Process Re-engineering, Change Management and Programme Management are required together, in order to realise the benefits desired by the ISiS Transformation Programme

The risks of adding new technology without considering change management

The need to address change from the ‘top-down’ as well as ‘bottom-up’ (i.e. remembering the implications of change on an individual basis

How what we are proposing within the Variant bid builds upon SCC’s existing People Strategy and Profile models

IBM’s World-Wide Programme and Project Management methodology and how it complements PRINCE 2

Programme and Project reporting, risk management and lifecycle management




1.1.3 Transforming services to meet your requirements

1.1.3.1 Summary of overall context

Within section 5.4.2 of the ITN, the shared objectives and partnership expectations are listed as being:

To ‘take the lead within the two organisations for innovation, creativity and enterprise’ and to include in this wider change agenda opportunity ‘to generate economic development and investment in Taunton Deane and in Somerset as a whole’.

1.1.3.2 The main components of IBM’s overall answer

Our proposition for the development of an Innovation Services capability in partnership with you, ultimately delivered via an iconic Innovation Centre will ensure that Innovation has a visible ‘drum beat’ across Somerset County Council and Taunton Deane Borough Council, supporting new ideas / new thinking; providing a place for ideas to grow into business cases as well as providing advanced problem - solving techniques in helping overcome any unexpected complex operational challenges.

Innovation, creativity and enterprise are reflected within the proposed ISiS values as part of the Culture and Partnership section of our People Excellence Programme.

Our Somerset on the World stage proposal contains a number of specific projects and insights that will significantly help develop the social and economic fabric of the region, including:

Creation of an enabling infrastructure for business, education and communities across Somerset

Investments in schools and colleges to drive education

Kick-starting economic growth through creation of a business ‘Enterprise Hub’

Proposals to make existing organisations more competitive, including assisting in the formation of an Inward Investment Agency.

IBM’s proposal for ISiS Transformation is underpinned by ‘world-class’ technology infrastructure, including:

Enterprise Architecture based on the Service Oriented Architecture model (SOA)

Enterprise Content Management systems

World-class industry-standard integration platform

Citizen Index to support multi-agency working

Flexible and scaleable Portal framework to enable direct access to multiple services based around key stakeholder communities

Substantial improvements in broad-bandwidth internet technologies to support businesses and increased mobile working

Introduction of comprehensive security and identity management systems




1.1.3.3 Addressing your specific requirements for transformation

Within this section, we provide a summary of how IBM’s Variant bid will help meet the transformational challenges highlighted in ITN section 5.4.1. These answers will be given in the context of the four elements included in [introduction] above.

IBM’s response

A World-Class partner

IBM is the largest private professional services organisation in the world. Our expertise ranges across key business issues and deep into 17 industries in virtually every country and every culture worldwide. Our business experience is real and unique. And so are the results we bring to our clients. We've helped them unlock value in areas such as HR, sales, marketing, finance, accounting, business strategy, supply chain, logistics and procurement. We've shown them new ways to transform their business, their thinking — and deliver lasting benefits.

We are truly a ‘world-class’ organisation and have a proven pedigree, especially within the UK, in particular in helping address the challenges that are at the top of the SCC / TDBC transformational agenda. These include:

(a) Promoting the benefits realised from the partnership of the commercial expertise of a ‘world-class’ private company together with the corporate resources of Somerset County Council and Taunton Deane Borough Council

Experience of developing long-term, sustainable and successful partnerships with major public and private sector clients in order to deliver transformational change, facilitated by:

Industry-leading technology and business solutions

The depth and breadth of knowledge within our business consultants and systems specialists, that comes from being a large, global organisation

IBM’s ability to deliver investment into large-scale programmes

Our track record in understanding and delivering change based around people

A proven track record of developing innovation capabilities – again in partnership with our clients - in order to harness the best resources, business and technology insights available globally with the in-depth knowledge and experience that our clients have of their own businesses

A corporate ethos and set of values that is entirely compatible with SCC and TDBC’s

Our willingness to ‘go the extra mile’ and ‘test the boundaries of what might be possible’ with our existing and prospective clients. Over the past 12 months, we have proven our commitment to the councils’ transformational agenda and have, we believe, added significant value to it. This is best illustrated by the “Category of One” vision through which you can achieve true social and economic transformation and put yourselves in a league of your own for Local Government service delivery.




Promoting and exploiting the benefits of the Partnership – some examples

As indicated above, Our Somerset on the World Stage proposal explains how the partnership between SCC, TDBC and IBM can be exploited to help grow the local economy and change the social fabric of the region in a number of exciting and innovative ways

Our proposed Procurement Transformation project is another example of how IBM’s experience can be exploited by the councils to generate significant year-on-year savings to help fund transformation and frontline services

Extending the region’s broadband network bandwidth and overall ‘reach’ will underpin our social and economic transformation proposals. Furthermore, as with other investment proposals, these projects will benefit from the elevation of ISiS Procurement to a strategic level. IBM already spends billions of dollars world-wide on network services and technology. We will therefore be able to leverage our existing relationships to ensure that investments in this area will be minimum cost / best value

Further information

Please refer to the explanation of our joint “Category of One” vision for Somerset, explained with the Executive Summary for further examples of how the benefits of the Strategic Partnership can be developed to make a real difference for your local citizens, communities and businesses.

IBM’s response

In view of the councils’ commitment to involving staff and engaging with citizens and communities across Somerset, we will work with the councils to involve internal and external stakeholders in the re-design and development of services. Our approach is based upon ensuring that we capture the inputs and ideas from a wide range of groups in a variety of ways. Innovation Services are a very effective vehicle for achieving this.

Innovation Services can be used to bring together a wide variety of stakeholders in an environment that facilitates creative thinking, assisted by external stimulus. This has a key role to play in the redesign and re-development of services. A number of ideas are discussed within the four solution areas contained within this part of our Variant bid, including but not limited to:

(b) The ongoing engagement, consultation and involvement of all internal and external stakeholder groups (i.e. Customers, Elected Members, Staff, Other Service Providers etc) with the redesign and development of services

Developing customer-centric culture change so that, for example staff and partners understand and are committed to the principle of delivering what the customer needs and how he / she needs (i.e. focusing on the whole customer experience, not on specific services that they use)

Workshops and / or specific projects that concentrate on how to inform and educate specific parts of the population in such a way as to convince them to (for example) maintain healthier lifestyles, commit less crime or enrol in full-time education




Developing new and appealing ways to generate interest and support from the Voluntary sector, based on a better understanding of citizen demographics across the county (see Engaging with Customers in Somerset Method statement and Customer Access programme description)

Innovation Services can also be used to organise and run events to attract Inward Investment and supporting the set-up of new businesses within the area via the set-up of an Institute for Local Government (centre of excellence) in Somerset

Within our Somerset on the World Stage proposal, we also explain the concept of a ‘Somerset Jam’ to harness the best ideas from across the region to support economic development

In addition to the points listed above, analysis of performance data (see our Customer Access programme in Volume 2) will allow us to identify by area, services consumed and satisfaction levels. This enables us to actively communicate with particular members of society engaging them in service improvements, consultation exercises and user design activities. Furthermore, the creation of a Members Portal will allow members to view a tailored break down of how their area is performing relative to local and national norms.

Further information

Turning Your Vision into Reality: Innovation Services description, together with a number of examples of how this can be used to engage with your broader stakeholder communities to develop services (e.g. Voluntary Sector and business communities)

Somerset on the World Stage: Innovation Centre description and further innovation ideas relating to social and economic development

People Programme: See answer to ITN section 5.6 question (e) – Staff and stakeholder consultations.

IBM’s response

We have proposed and flexible service delivery system to respond to a broad range of customer needs in relation to services being provided to the citizens, communities and businesses of Somerset and also in relation to the support services being provided to the councils and third parties. This ‘system’ comprises flexible and scaleable components within the business, technology and people components of our Variant Bid response. To this end, we are also making reference here to specific elements of our Enabling Efficiency and Modernisation Programme. These components include:

(c) The provision of a flexible service delivery system that will enhance positive change and support future organisational changes should they occur

A Service Oriented Architecture (SOA) approach within our ICT solution, which is highly modular and flexible. This capability is virtually unique to IBM and a powerful way of integrating legacy systems to support future organisational changes. The ISiS Transformation journey is one which will face constant pressures to change and to evolve. For example, there are likely to be on-going pressures to cut costs and to become more efficient along with citizens expectation to interact with local government through the




internet. This will drive business process change. SOA is part of an ICT strategy that can support this constant change. Existing services can be offered through new channels. New services can be composed from several existing services to support new processes.

The Shared Service way of working (described within our Enabling Efficiency and Modernisation programme in Volume 2) is based upon efficient and enduring processes, regardless of whether the organisational structure that drives these processes changes over time.

Research has proven that mobile and flexible working improves empowerment, morale and work-life balance. Modernising the workplace (also part of our Enabling and Efficiency Programme) means not just a pleasant, efficient working environment but one configured to support new, more flexible ways of working. We are also introducing the flexible office concept, which is driven by customer and user needs, developed into specific user requirements and supporting infrastructure. Standardised accommodation and ‘free addressing’ are well-proven techniques in keeping productivity high, especially during periods of significant organisational change.

The Professional Excellence Model described within the People Programme creates greater flexibility in the workforce because within this model, we will be developing a common currency to describe people’s core skills and competencies. This will give the Councils greater choice in how people are deployed. Furthermore, the model is intended to make the organisation more agile in that it provides a foundation for accommodating future changes more effectively and efficiently.

Further information

Technology Enablement: Services Oriented Architecture

Enabling Efficiency and Modernisation (Method Statement and supporting programmes): – Shared Service ways of working, Modernising the Workplace.

IBM’s response

(d) ‘Breaking down barriers’, both within the Authorities and other partners, and the facilitation of radical culture change in order to achieve greater customer focus

In order to facilitate the required culture change to achieve the councils’ transformation vision, we are proposing a comprehensive programme of business and technical change. At the heart of this, we will work with you to continue to develop customer-centricity within the SCC and TDBC cultures. A range of interventions are required in order to make this happen. This includes a Professional Excellence model that puts in place the management and development activities required to continuously improve your people’s ability to deliver increasing levels and quality of customer service. This will be supported by a range of change leadership initiatives, a Top Talent programme and HR Transition project – all of which will be fully aligned with your core values and objectives around “delivering better services to our citizens”.




We have introduced the idea of a Customer-Centric Culture Change pilot, which will help break down the barriers to change and help in the evolution of the underpinning attitudes and behaviours, which leads to services delivered with greater alignment with your customer’s needs.

A full description of our 9-step ‘Magic Carpet Method’ for Culture Change appears within the People Programme

As the People Programme starts to take shape, the councils and IBM will need to monitor progress towards the new cultural model and will need to be prepared to challenge behaviours that are not aligned with this model as well as recognising ‘positive’ behaviours appropriately.

A key component of our Innovation Services offering is creative problem solving and innovative thinking techniques that can be extended to the councils’ partners in order to help change behaviours and perceptions in relation to customer service. This service tends to work best in a ‘neutral and stimulating environment’, such as the proposed Innovation Facility we describe within the Turning Your Vision for Somerset into Reality document.

Our Enabling Efficiency and Modernisation programme explains how customer contact points are designed to be single point of customer contact so enquiries will be directed appropriately from that single point. The customer contact centre for both tiers of government will co-locate both teams and have one reception point.

A further part of the ‘breaking down the barriers’ story is also provided within our Efficiency and Modernisation programme. Specifically, our Flexible and remote working proposition will improve the infrastructure that employees need to provide better services to customers.

Within our Community and Citizen Wellbeing proposition – part of our Customer Access programme in Volume 2, we explain the concept of electronic self-assessment (eSAP). eSAP will provide a number of key tools to facilitate greater Partnership Working within the Somerset region.

Further information

People Excellence Programme: A comprehensive approach to customer-centric culture (Magic Carpet Method).

Turning your Vision into Reality: Innovation Services

Enabling Efficiency and Modernisation (Method Statement and supporting programmes): Single point of customer contact, workplace modernisation

Customer Access Programme: Electronic Self-Assessment Programme (eSAP).

IBM’s response

(e) An ISiS strategy and network that ensures that there is consistent communication of messages at all times

Our assumption is that this requirement intends to address what IBM has to offer in terms of consistent human communication (content) as well as the supporting technology and processes (infrastructure) that facilitates communication




Developing appropriate programme-level communications and ensuring consistency of messages comes from establishing an appropriate governance model supported by a central change team within the Transformation Partnership Group. This team will work with the councils’ existing communication teams to ensure consistency across the key messages that are intended to be delivered to a broad range of internal and external stakeholders.

Consistency of communications is also a key part of succeeding in any large-scale culture change programme. We explain this further within the Culture and Partnership section, as part or our response to ITN section 5.6, which explains our approach to Culture change including communications and training.

From a technology perspective, collaboration tools such as Sametime and Quickplace enhance communication between teams and with external agencies. These are explained further within our Workplace modernisation proposition within our Enabling Efficiency and Modernisation programme.

IBM’s Enterprise Content Management (ECM) proposal helps integrate information and knowledge within the organisations that is currently held in disparate systems. IBM will also be introducing an enterprise-wide search facility as part of our ECM proposal.

Further information

People Programme: (Magic Carpet Method for Behavioural Change) – The role of communications in culture change and service transition for in-scope services

Turning your Vision into Reality: The role of communications in supporting transformational change (for example in development of Case for change statements to answer questions such as “what’s in it for me?”); Overall approach to training (centrally co-ordinated)

Enabling Efficiency and Modernisation (Method Statement and supporting programmes): Workgroup tools

Technology Enablement: Enterprise Content Management system.

IBM’s response

Joint Partnership training within the ISiS Transformation Programme manifests itself in a number of ways within IBM’s Variant Bid response.

(f) Significant investment in joint partnership training initiatives

Change Management Services within the Transformation Partnership Group, which includes a dedicated Training Manager post, responsible for co-ordinating all aspects of training development and delivery across the overall Programme. This will include:

Service-specific training to support transition

Development of a customer-centric culture for the ISiS Partnership

Specific training to support the Professional Excellence Model

Shared Services Training – based on SAP ERP and CRM systems




Additionally, our commitment to on-going skills and knowledge transfer, coupled with the benefits of joint working within the JV secondment model means that both IBM and SCC / TDBC capabilities will grow through informal “on-the-job” means as well as through delivery of formal training courses.

Further information

People Programme: (Transition training, Customer-centric culture change, Professional Excellence Model)

Shared Services and SAP: (refer to Enabling Modernisation and Efficiency Programme) – Shared Services Training

Turning Your Vision into Reality: Skills Transfer and Training Model for ISiS.

IBM’s response

Our Somerset on the World Stage and our Community Access and Citizen Wellbeing programmes include a number of initiatives that will facilitate improvements to the overall quality of life for Somerset’s citizens from an individual and economic perspective. We believe that the proposals we have detailed within our Enabling Efficiency and Modernisation Programme have a role to play here too.

Rather than attempting to extract all of them here, we suggest that outcomes relating to ‘quality of life’ for the region as a whole are epitomised in the Somerset Local Area Agreement. Consequently, what we are summarising below are some of the areas where IBM’s insights and solutions as part of the Variant bid will help achieve the specific outcomes you and your partners are striving for within the LAA.

LAA Outcome How IBM can help

To promote and Improve the Health and Lifestyles of Somerset

Customer Access Programme

Service user portal as a channel through which health information and advice can be delivered

Using mobile libraries or libraries themselves as drop in clinics e.g. falls clinic once a month

To reduce health inequalities in Somerset


Supporting the 50 active lifestyle centres being developed in conjunction with Age concern

Electronic Self-Assessment Programme (eSAP) provides a common approach to assessment across the country

Making sure Choosing Health delivers the maximum potential

Enabling Efficiency and Modernisation Programme

In using Business Warehouse reporting, it is possible to produce information on a geographic basis (i.e. average life of a citizen by ward). This information can then be used to make decisions regarding the reallocation of resources

To prevent dependency, promote social participation and offer greater


Telecare (independence). Development of a Service user portal with self-assessment, direct payment information for control and placement allocation for choice and control

(g) Through investment and economic growth, improve the overall quality of life in Taunton Deane and Somerset as a whole







choice and control Somerset on the World Stage proposition

Creation of a virtual sheltered housing infrastructure with access to community collaboration systems so that older people can live at home but still participate fully in society

Increase investment levels and business competitiveness in Somerset


SME & Voluntary Sector markets will be stimulated by creating efficiencies that make it easier to do business with the councils

Somerset on the World Stage proposition

We shall invest in upgrading the broadband network. We will run a jointly branded IBM / SCC and TDBS / Business Link programme to drive e-enablement and competitiveness in the SMEs that supply the Councils. We will contribute to an Inward Investment agency

Increase growth and sustainability of small businesses in Somerset


The creation of a Business Incubator to create 200+ new jobs in Taunton. We will work with SCAT and Business Link to help them to grow and mature into self-standing operations

More sustainable Somerset rural economy


Rural businesses will be stimulated by creating efficiencies that make it easier to do business with the councils


Investments in upgrading the broadband network will provide a more suitable communications infrastructure to support rural businesses

Reduce worklessness and increase skills levels across Somerset's population


Our investment in the broadband network will help rural businesses disproportionately. We will assist the lifelong learning teams with new tools that can deliver courses / communications in remote village halls

We aim to make the new broadband network cheaper to areas of high multiple deprivation. We will provide easy to use technology that will attach to it and will provide training courses in libraries nearby

A more thriving and vibrant Voluntary & Community Sector (VCS) in Somerset, which is in a stronger position to represent and support our communities

Turning your vision into Reality proposition

The potential to work with you to run special events to target specific communities to take up voluntary work, based on better knowledge of community segmentation. Innovation Services can provide the creative input to attract the voluntary sector and develop innovative ways in which it can help deliver services

To empower local people to have a greater voice and influence over local decision making and the delivery of services (Mandatory outcome)

Customer Access programme

Our analysis capability will enable performance to become more visible to local people and support comparisons across local and national boundaries. This will give local people a real understanding of what they are getting and to what they are entitled

Portal systems can be used to increase the 'voice of the customer'. This provides the potential for improved customer contact such as eSurveys as well as a specific portal for Members





Helping to reduce poverty by maximising the take-up of specific welfare benefits


More productive Revenues and Benefits service delivery through our Shared Service Centre and remote working proposals

Community and Citizen Wellbeing proposition

Service User Portal will include self-assessment for benefits

Further information

Each of the statements we have made in the above table is supported by further details contained within the specific programmes or propositions within which they are categorised.

Additionally, we are including a comprehensive table in Appendix F of our Turning Your Vision for Somerset into Reality document within Volume 2. This table illustrates how, within the Variant bid, IBM is addressing the full set of strategic requirements as described within the ITN, the LAA outcomes and supplemented by specific elements of Transformational Local Government.

1.1.4 Other requirements listed within ITN Section 5.4.2

1.1.4.1 Change Management Tools and techniques

Cultural ‘buy in’ to change by staff, stakeholders and other partners

This is covered extensively within the People Excellence Programme, in particular the explanation of the ‘Magic Carpet Method’ IBM is proposing for the ISiS Transformation Programme

Communication

This is also covered within the People Excellence Programme (in support of the specific people, cultural and HR projects) as well as within the description of Change Management and Programme Management methods within our Turning Your Vision into Reality proposal

Consultation and involvement with service design

True Partnership working and successful development of better services for your citizens, communities and businesses only comes with active involvement from across the SCC and TDBC businesses. Within the Turning your Vision into Reality document, we have described the role that Innovation Services can have in bringing together internal and external stakeholders in the design and delivery of services across Somerset

Development and training initiatives.

People development and training forms a key part of the proposed People Excellence Programme. This is supplemented by a co-ordinated approach to training that will be the responsibility of Change Management services, as described within the Turning Your Vision into Reality proposal.




1.1.4.2 Additional requirements

Proposals for the investment and economic growth, improve the overall quality of life in Taunton Deane and Somerset as a whole

We have described our overall proposition for Social and Economic Development as a specific programme of work within Volume 2

Furthermore, we have listed examples in this document of how our proposed projects across all the programmes of work within the Variant bid will help meet the broader social and economic outcomes you desire, including the Somerset LAA outcomes

An appraisal of the key issues and risks associated with your proposals and how these will be managed;

Please refer to our consolidated assessment of key risks from all of the proposed programmes of work. This appears within section 1.5 of the Turning Your Vision for Somerset and Taunton into Reality proposal

Relevant illustrations and examples of where you have achieved this previously;

See summary citations within Appendix D at the end of the Turning Your Vision into Reality document and also experience that has been cross-referenced specifically within the Social & Economic Development Programme, Modernisation and Efficiency and the People Programme

How does your approach to ‘Managing and delivering change’ position itself in the wider corporate transformational initiative?

Our programme of change has taken into account the broader transformation objectives within delivery of local government services across Somerset. This is best illustrated by our answers to how we would help you achieve the LAA outcomes within Appendix F of the Turning Your Vision for Somerset into Reality proposal. Furthermore, we have suggested within this document that consideration be given to the periodic use of a Transformation Diagnostic tool, developed by IBM UK’s Public Sector strategy practice, which takes a wider view of Transforming Local Government service development and delivery

The specific investment that will underpin your proposals, cross-referenced to your financial proposals / model

Please refer to the separate Price and Affordability section of this bid response

Details of the performance indicators / metrics that would be used to measure success and your proposed levels of performance against these.

Our Change Management methods and overall Governance model is intended to provide the necessary support to ensure that each of the five programmes delivers against its objectives. Because of this, we are not suggesting any specific and separate performance indicators and metrics for managing and delivering change over and above what has been committed to in each of the five programmes. Nevertheless, within the Turning Your Vision for Somerset into Reality proposal, we have explained that we will develop a Performance Management framework and Balanced Scorecard for ISiS Transformation that will be integrated as much as possible with your existing Performance Management systems

Managing and Delivering Change Method Statement (Final)

Documents

Transcript of Managing and Delivering Change Method Statement (Final)