1. Exit Strategy for Housing Benefits Linda Price IRRV (Hons) ICT and Contract Services Manager Sefton MBC

2. DWP Surveys Several undertaken Asked for staffing costs –TUPE type information Asked for other costs –Contract penalties for early exit Important to respond –Must make DWP aware of how much money we may need from them!

3. Map the Current Service There are the easy parts –Existing HB/CTB teams –Call centre –One stop shops –Libraries There are the complex parts –The accountants time –Auditors –More?

4. Funding –DWP Admin Grant will disappear Council Tax Support will be a Grant –Surplus on Subsidy will disappear –Recharges from Support services –Recharges from Management Overheads –Consequence = increase to other areas

5. The Legislation When will the last regulation change be? When will the last software change be? Review all contracts –Identify notice periods and exit clauses –Send early warning letters –Make sure you don’t miss notice dates

6. Appeals / Overpayments How many? What’s happening? Overpayments –Will DWP pay the Council and then collect from Universal Credit? Apparently not! Collection plan needed

7. Data Retention Where? What? How long for? How? Data retention policies

8. Communication Customers Staff Members Third parties Suppliers Partners

9. Change Management Linda Price Client Contract Manager Sefton MBC

10. Change creates organisational pressure Initiators: Isolated Managers/Leaders: Squeezed Staff: Resistant

11. Pressure on Initiators Initiators tend to underestimate impact on employees isolate themselves avoid communicating or seeking bad news expect employees to go along with change and blame their middle managers if people resist or complain feel betrayed if employees don’t respond positively Initiators: Isolated Managers/Leaders Squeezed Staff: Resistant

12. Pressure on Managers Managers Feel pulled in different directions Often lack information from initiators on priorities Caught in the middle – confused without clear instructions Besieged by upset, resistant or withdrawn staff and deserted, blamed or misunderstood by the initiators. Initiators: Isolated Managers Squeezed Staff: Resistant

13. Pressure on staff Staff feel attacked and betrayed by changes announced by management often feel caught off guard many respond with resistance, anger, frustration and confusion response can solidify into a negative attitude become afraid to take risks and experience loss. Initiators: Isolated Managers/Leaders Squeezed Staff: Resistant

14. The Manager’s Challenge  maintain or increase productivity whilst moving staff in a new direction.  direct energy away from feelings of powerlessness  move away from the security of the past  articulate the vision of the future  draw attention to the ways in which your team can make a difference….

15. Leading the people  The most common response to change is a sense of loss, i.e.  loss of control – a feeling of insecurity  loss of competence – its hard to admit you don’t know how to do something  removal of relationships – a sense of belonging can be lost  feelings of a lack of direction  loss of territory – psychologically  Loss can be manifested in an emotional response similar to grief  This is normal and you should not repress it.

16. Managing the people  One of the manager’s jobs is to acknowledge the loss people are experiencing and not to pretend it is business as usual.  Create supportive relationships – listen, facilitate, reward – direct and confront when necessary but with a supportive tone

17. 4 Stages Denial Resistance Commitment Exploration PASTFUTURE DANGEROPPORTUNITY When people first approach change their initial response is to see it as a threat and they fear and resist it …and then climbing back out again. Think of the process as descending into a valley…… Most people go through all 4 stages.

18. Leading the people Denial Resistance Commitment Exploration PASTFUTURE DANGEROPPORTUNITY Some may move quickly through the stages – some may get bogged down and at times even go into reverse. Once people accept a change is inevitable or can provide new opportunities the change is well on the way to successful implementation

19. Symptoms Denial Resistance Commitment Exploration Denial:  withdrawal  business as usual activity but not much is accomplished  numbness Resistance:  errors  anger/anxiety/ complaints  “gave my all and now look what I get”  loss of productivity – sickness, CV writing … Exploration:  energy and chaos  over preparation  frustration  too many new ideas  too much to do  can’t concentrate Commitment:  teamwork  satisfaction  clear focus and plan Impeded if staff not encouraged to register reactions or if they are expected to swing straight through to “commitment” Impeded if goals and values are unclear Allowing views to be aired helps minimise resistance and make this stage pass more quickly.

20. Tactics Denial Resistance Commitment Exploration Denial:  Confront individuals with information  Let them know that change will happen and explain what to expect  Give time for this to sink in and arrange a planning session to talk things over Resistance:  Listen, acknowledge feelings, respond with empathy and support  Accept their resistance so that they will continue to tell you how they feel and so you can respond to their concerns Exploration:  Concentrate on priorities and provide training  Set short term goals  Run participative planning sessions Commitment:  Set long term goals  Concentrate on team building  Acknowledge and reward those responding to change

21. Communication  Communicate important changes face to face and follow up with written announcement to help people absorb the information  Tell the truth – if people are more informed then they are less anxious and there is less opportunity for gossip.  Express your own feelings in a positive light – this makes people feel acknowledged and understood.  Create frequent opportunities to meet informally and formally to:  Announce change – giving specific reasons  Provide information and clarification  Let people express their feelings  Involve staff in planning and implementing the change  Provide feedback

22. Participation  People will more readily accept change if they are involved in the process. This could take the form of:  Quality circles  Task forces  Special discussion groups  Q&A sessions  Staff surveys  Suggestion schemes  Planning sessions  Shared goal and objective setting.

23. Managing the change process 1.preparation 2.planning 3.transition structures 4.implementation 5.reward

24. 1 - Preparation  Prepare the staff – let them know what is happening in good time  Describe the change as completely as you can – for the team as a whole and individuals – identify who will be most affected and approach them first  Understand what happened during the last change and learn from it  Assess the readiness of your teams – are they ready to undertake a change  Don’t make additional changes that are not critical  Identify what is fundamental, negotiable, controllable

25. 2 - Planning  Allow for the impact of change on personal performance and productivity  Encourage staff input  Anticipate the skills and knowledge that will be needed  Set a timetable and objectives so that you can measure progress  Make contingency plans

26. 3 - Transition structures  Create transition management group to take the pulse of the workforce and help identify possible problems.  Develop temporary policies and procedures  Create fast and accurate channels of communication  Meet frequently to monitor the unforeseen, give feedback etc.

27. 4 - Implementation  Provide training in new skills and develop new attitudes and behaviour patterns  Encourage self management – inform each person that he or she is accountable for some aspect of the change  Provide more feedback than usual so people know exactly where they stand  Allow for resistance – be ready to help those who find it difficult – don’t dismiss people as irretrievable  Give people the chance to step back and look at what is going on – monitor the change and survey responses  Encourage creative thought and look for opportunities the change creates  Build collaboration between teams

28. 5 - Reward  Create incentives for special effort – for those that lead the change and groups that come through the change smoothly – the ‘change masters’  Reward attempts as well as successes  Celebrate – hold special events to recognise successes  Incorporate good ideas and new suggestions from the team members as part of your regular communications.

29. Where is your team?  How will your team react during each phase?  note reaction of each individual  How will you bring each individual to next level?  Who are the leaders that can be relied on to help others move along?  Who will need extra help?

30. Managing Change  There are no ready solutions – individual managers and team leaders must take the initiative within their work groups  Change offers both uncertainty and opportunity – sometimes not easily recognised  Change is disruptive  Change will not necessarily solve previous organisational problems  It is a fantasy that change will not cost too much and be quick to implement

31. Action Plan 1-5 1. Describe the change as completely as you can. State specifically how it will affect your staff, department and organisation. Note human factors. 2. What would the best possible outcome look like? 3. What are the strengths of your group/department in undertaking this change? 4. What obstacles are there to the change to prevent you from reaching your goal? 5. List the action steps for:  Communication  Dealing with resistance  Involvement  Leadership

32. Action Plan 6-10 6. What is the timetable for making this change – how can you measure progress? 7. What new skills, knowledge and attitudes are needed to make this change? 8. What transitional structures and processes are required? 9. How will you create incentives, acknowledge, recognise and celebrate this change? 10. What contingencies should be planned for?

33. Discuss? Questions ??