Beirut – 20 April 2011

Change management in public services

Strategies and methods

Charles-Henri Montin

Senior Regulatory Adviser

Ministère de l’économie et des finances, Paris

charles-henri.montin@finances.gouv.fr

charles-henri@montin.com www.smartregulation.net

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Contents

Principles of change management Preparing for change

A five step approach to change management

Motivating change and creating readiness Launching the reform Developing support Managing the transition Sustaining the pace of reform Further reading

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Principles (from the literature)

“Change is a process that must be enabled” The change process must be anchored in policy and performance goals Building capacity to change must follow on the definition of goals Effective change processes are dependent on the organisation/ institutional

set-up The change process involves both organisational and personal transitions Behavioural change in a function of perceived need and occurs at the

emotional not intellectual level Resistance to change is predictable reaction A few change enablement best practices account for the success of most

change processes (see slide 10) A majority of change project fail (UNDP)

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Preparing for change

Research the history of issues Analyse drivers of change(also called triggers)

– expectations of the citizens– new political mandate, budget cuts– power of IT tools inside, and outside (web 2.0)– international competition

Identify the actors– the sources of influence/authority– who will influence the decision making– who will be affected– whose cooperation is needed– who could delay/derail the action

Address obstacles to change, including risk analysis. Examples:– lack of vision / executive commitment, or lack of agreement on content of reform– over focus on procedures, systems, technology (bureaucratic conservatism)– HR: no involvement of staff, lack of training, fears of losing jobs– lack of capacity to support change; no empowerment

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Step-by-step guide to effective change management

Motivating change Launching the reform Developing support Managing the transition Sustaining the pace of reform

Examples of changes requiring management– New budget tool

– Creation of a new DG

– Introduction of performance management

– Regulatory reform

– Simplification drive

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Phase 1 Motivating change and creating readiness for change

(advocacy, visioning, empowerment, voicing)

sensitise ministries and stakeholders to the existing pressure for change: seminars, international best practice

reveal discrepancies between current and desired states: promote self-scrutiny (CAF)

convey credible positive expectations for change: issue policy documents, publish modernisation programme, draft legislation

Define content: publication of an official “White Paper”

Devise proper mix of tools: regulation, programs, subsidies, information campaign

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Phase 2 Launching the reform

Disseminate key concepts to build a positive image of change: “modernisation”, “reform,” “quality of service,”

Organise a major event with stakeholders, consultation exercise using all channels

Publish plan and phase results (example “low hanging fruits”) Mobilise staff, using classic channels, with meetings down the

hierarchical line

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Phase 3 Developing support

Address the needs of each category of actor– change sponsor (strategists) those who decide (ministers, MPs etc)– change agents: (implementers): reform team, correspondents in ministries– change target: those who are asked to change something (recipients)

Identify and involve stakeholders– list public and private organisations that can influence the success– devise appropriate consultation and involvement mechanisms– bring them from observer to participant role in the change

Overcoming resistance to change– information and communication– participation and involvement, training– facilitation and support, rewards– negotiation– manipulation and cooptation– coercion (pour mémoire)

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Phase 4 Managing the transition

Mechanics of change: the classic phased model (Lewin)– unfreezing: weaken old attitudes, values and behaviour, force field analysis– transforming: organise training and skills developmeent– refreezing: consolidate new attitude, values, behaviour

Ongoing organisational change (more suited to public organisations)– Updating official information and issue new instructions– improving services (quality approach)– conducting research and benchmarks– updating policies and procedures

Assign clear roles and mandates to members of the change management team

– project leaders– leadership advisory– process coordination– performance management

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Components of change implementation plan during the transition

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Phase 5 Sustaining the pace of reform

Providing resources for ongoing effort: resources to back the ideas

Deliver early results to consolidate commitment (examples “low hanging fruit”, fast-track action)

Evaluate the reform at regular intervals and fine-tune Refresh new competencies and skills Reward new behaviours Prepare for the next reform !

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Further reading

UNDP Institutional reform and change management: a capacity development resource:

http://lencd.com/data/docs/232-Concept%20Note_Institutional%20Reform%20and%20Change%20Management-.pdf

Book by A.Baker: Strategic change management in public sector

organisations

http://www.woodheadpublishing.com/en/book.aspx?bookID=1841&ChandosTitle=1