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Summative Assignment: STRATEGY REPORT – Change management (100%) This assignment requires you to identify a problem and propose a service / strategic transformation that addresses the problem, assess drivers and resistors for change, develop a strategy for implementing the change and devise a theory of change representation. Your response will be in the form of a professional strategy report
Summative Assignment: STRATEGY REPORT – Change management (100%)
This assignment requires you to identify a problem and propose a service / strategic transformation that addresses the problem, assess drivers and resistors for change, develop a strategy for implementing the change and devise a theory of change representation. Your response will be in the form of a professional strategy report.
LECTURER FEEDBACK the assignment will not pass. This is that you do not make reference to any published Strategy by the Organisation. You MUST incorporate the Borough’s Health and Wellbeing Strategy 2016-21 into your work. See:
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https://www.lbhf.gov.uk/councillors-and-democracy/about- LEWISHAM BOROUGH council/strategies-and-plans/health-and-wellbeing-strategy
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In particular, you need to state the key strategic objectives of the Borough on health and wellbeing, and specifically identify those relating to elderly people. Everything else in the assignment flows from this.
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3/ the focus of your whole assignment needs tightening, as it should be framed around the strategy: a/ your situational analysis should identify the key information about the Borough as it relates to the Strategy b/ the PEST / SWOT should relate to the Borough’s ability to deliver effective health & wellbeing to the elderly in the Borough. c/ Defining a clear Situation of Change is essential. It needs to me something you have identified in the situational analysis / PEST & SWOT which poses a strategic threat by making it difficult for the Borough to achieve its strategic objectives.(you need therefore to have clearly established what those strategic objectives ARE – see above). Ideally you should focus on a SINGLE situation of change as it helps focus the rest of your analysis. d/ the force field analysis & consequent change management approach need to be focussed to address your identified situation of change.
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4/ the situational analysis should use the most recent possible data. Since the Strategy is old, the information it presents on the Borough is out of date, so try and find more recent data. you should also look at evidence from service user groups, the CQC or other external inspectorates.Give information on budgets / funding.
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5/ the PEST / SWOT should be a/ presented in tablular form, and b/ the evidence they are based on should be presented in the text and referenced. 6/ The Force Field Analysis should also be presented in tabular form as in the lecture, with factors weighted based on evidence.
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Please this assignment is about strategic change management REPORT. The work you did is totally out of context. Is not what we were ask to do.
Please can you read the assignment brief very well before attempting the question. Above all look carefully and read through the LECTURER’S COMENT AND FEED BACK on the previous work that was marked failed to know exactly what to do. Please choose a specific ORGANIZATION and BOROUGH .More also there is an example of good STRATEGIC REPORT sent along with this work to you, Please look carefully and read through it that will give you a clear ideal of what to do.
PLEASE DO NOT COPY.
Please be advised that this is a RESIT COURSE WORK which will be RECAP in marking. And more also this is my last attempt.
I CANT FAIL THIS MODULE AGAIN. Please do all you can to give me a good work as requested.
Many thanks in advance
Summative Assignment: STRATEGY REPORT – Change management (100%)
This assignment requires you to identify a problem and propose a service / strategic transformation that addresses the problem, assess drivers and resistors for change, develop a strategy for implementing the change and devise a theory of change representation. Your response will be in the form of a professional strategy report.
——Strategic Change report
by LIL FAHY
Submission date: 25-Jan-2019 01:55PM (UTC+0000)
Submission ID: 99813489
File name: Change_management_report_LF.pdf (622.68K)
Word count: 6360
Character count: 35390
January 2018
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Islington Council
Service Transformation Report
25 January 2019
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Contents
1. 0 Executive Summary……………………………………………..
………………………………….. 4
2.0 Introduction………………………………………………………….
…………………………………… 4
3.0 Situational Analysis……………………………………………….
…………………………………….6
4.0 Problem Identification…………………………………………….
…………………………………… 8
5.0 Situation of Change……………………………………………….
……………………………………11
6.0 Assess Drivers and Resistors…………………………………
……………………………………12
7.0 Strategy of implementation……………………………………..
……………………………………14
8.0 Theory of change………………………………………………….
……………………………………18
9.0 Conclusion…………………………………………………………..
…………………………………….20
10.0 References…………………………………………………………
…………………………………….21
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ACRONYMNS
SWOT
Strengths, Weaknesses, Opportunities, Threats
LBI
London Borough of Islington
CYP
Children and Young People
CAMHS
Children and Adolescent Mental Health Service
SPA
Single point of access
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1.0 Executive Summary
This report advises to Islington Council on a situation of change to improve the referral process
to enable access to the right support for children and young people with emotional health and
wellbeing needs in Islington. It assesses the climate in which these services operate, and reveals
a necessity to transform current practice, so services work better together to support those
most in need to get the right help, at the earliest opportunity.
2.0 Introduction
The climate that the London Borough of Islington (LBI) is currently operating in, is facing serious
challenges. Each year has brought additional cuts, pressures and demands for budgets to
become even tighter. This, combined with an increase in demand for services, and residents
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Their position, reevaluate their values and objectives, and consider how they can continue to
deliver high-quality services, in the face of these issues. (Islington Council, 2018)
In their corporate plan, Islington Council outline their vision and the values that underpin their
work- collaborative, empowering and efficient (Islington Council, 2018). These corporate values
recognise the power of collaboration, the importance of capacity-building and the necessity to
ake good use of resources. In order to meet these, it is necessary for the local authority to
transform the way some services have traditionally operated.
2.1 Aim of the report
This report aims to further understand the current situation of Islington Council, in the context
of services to support children and young people’s (CYP) emotional health and wellbeing,
identify the issues facing them, and recommend a situation of change to address some of the
challenges, ensuring the council achieve their objective as set out in their corporate plan to
(=3 3 make Islington ‘the best place for all young people to grow up’. (Islington Council, 2018).
2.2 Rationale
This report is intended to provide the key information for why a service change is necessary and
pulls together the necessary elements to produce a strategy of implementation, including the
key factors that must be considered for this change to be successful. If this particular situation
of change is not addressed, it is likely that providing high-quality support to the borough’s most
vulnerable children and young people will become untenable.
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Areas Covered:
❖
Situational Analysis
A situational analysis of Islington Council is carried out to identify the internal and external factors that affect the operations of the council
❖
Problem Identification
Problem identification is the first step to identify and describe the issues facing Islington Council, and preventing the objectives from being achieved.
❖
Situation of change
The situation of change describes the strategic transformation that addresses the problem identified above.
❖
Assessment of drivers and resistors of change
Determining and rating the drivers and resistors of change will enable an implementation plan to be designed in relation to aspects that need more particular focus and attention in order to manage the change successfully.
❖
Strategy of implementation
A strategy of implementation is developed using Kotter’s 8-step model to articulate the activities Islington Council can do to delivera strategic change.
❖
Theory of change
A theory of change is mapped out to demonstrate how this change is expected to happen and the vision for what this specific changes will lead to.
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3.0 Situational Analysis
A situational analysis is a process of analysis for an organisation’s internal and external environmental factors. In regard to Islington Council, there are four crucial areas that require discussion. The purpose of a situational analysis is to better understand the factors affecting the operations of the council, and most significantly, those that are preventing them from achieving their strategic objectives.
3.1 Poverty and health inequalities
Islington, while it is a relatively small borough, is the most densely populated in the country (Islington council, 2018). The authority is one of stark contrasts, with high levels of deprivation and areas of significant wealth. 17.4% of the population comprises of children and young people under the age of 18 years. Of these, 35.3% are living in poverty, which is largely in line with London averages. (Trust for London, 2018) The proportion of children entitled to free school meals is 29.1% (14.5%) and 33.6% (13.2%) in primary and secondary schools respectively (national averages in brackets). Children and young people from minority ethnic groups account for 67% of all children living in the area, compared to 26% nationally (Ofsted, 2017).
It is estimated that Islington has a higher proportion of children aged 5 to 16 years who have a mental health condition (14%) than the national estimate of 10%, given the higher levels of
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social housing and deprivation in the borough. Of these, over 50% are undiagnosed. In Islington, 1 in 6 adults have one diagnosed mental health condition at the minimum (Islington Council and Islington CCG, 2017).
The above data sets the script for the lives of many Islington residents. The cycle of poverty, poor housing, ill health, and limited employment typically results in poorer life outcomes. While on a purely economic basis, this is severely costing Islington services (In their Joint Health and Wellbeing Strategy, Islington estimate the impact was at least £650 million in 2014/15), it is a cycle that continuously repeats itself, and results in a population where a person’s life chances are set at the outset and limits their options from the very beginning (Islington Council and Islington CCG, 2017).
3.2
Increased demand
Services are under more pressure than ever due to increasing needs of residents. In their inspection of services in 2017, Ofsted noted that there had be an increase of 500 children in one year, who were identified as needing specialist support. Furthermore, the number of child protection plans had also increased from 161 to 205 in one year. (Ofsted, 2017) Whilst a rise in
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demand clearly has an impact on the services, Ofsted also commented on the increasing complexity and seriousness of conditions. This is severely affecting waiting times and placing an even greater demand on services to meet the local need (Internal source, 2017).
3.3
Cuts to government funding
Islington Council, like many other local authorities, have been forced to make colossal savings over the past decade. Government funding has reduced by 70% since 2010. This has resulted in the council having to incorporate savings of £210 million in to their budget during that time (Islington Council, 2018). Islington, in their Annual Governance Statement, reveals that in the past financial year, the budget was faced with the biggest spending pressure to date due to an overspend of 5.7m in children’s social care services (Islington Council, 2018). As further cuts are planned, additional savings of 50m are forecasted, forcing the local authority to find innovative and creative ways to provide high quality services at a reduced cost (Islington Council, 2018).
3.4
Outcome-based budgeting
The council’s introduction of outcome-based budgeting approach means that all future spending must be linked to council priorities. Prevention and early-intervention is fundamental to the council’s strategy and approach to tackling the issues above. Some services continuing to operate in their current way are not financially sustainable, and are not always intervening early enough to prevent issues from escalating. Decision makers in Islington have the opportunity to transform services and enhance collaboration, in order to ensure the needs of residents are met more quickly and efficiently.
The above factors shed more light on the climate that Islington Council is operating in, and provide the foundations to understand how they will continue to impact on their ability to achieve their goals.
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4.0 Problem Identification
Fundamental to strategic planning, is an organizations ability to use a situational analysis to identify the problems facing them, which could be limiting their success.
Research highlights that effective strategic planning involves reviewing an organisation’s overarching mission and vision, including objectives and strategies. A commonly used tool for this is the SWOT analysis, used to examine the organization’s strengths, weaknesses, opportunities and threats. (Van Wart, 2017). A SWOT allows organisations to get a sense of their position with regard to internal factors of functioning and performance, and external ones that depend on the environment. Created by professors at Harvard, this was one of the first tools to recognize the impact that environment can have on organisations, so they can be considered in strategic planning. (Bensoussan and F leisher, 2013). The research suggests that this analyses can be most effective when done in the context of a specific issue, as it is more relevant and focused on the people involved (Bryson, 2017). With that in mind, the SWOT analysis below examines Islington Council’s position in relation to their services to support children and young people.
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Strengths
Weaknesses
Ofsted’s report after inspection of services in May 2017 identified the following strengths:
•
Outstanding grade awarded for Leadership, Management and Governance of Children Services
•
Clear evidence effective support is provided to children so they feel safe and can succeed
•
Resilient staff provide good support to almost all vulnerable children
•
Needs of the local area are accurately assessed and enable effective commissioning of diverse services
•
Services to intervene early and support families are high-quality
•
Service users are accurately assessed with rigour and precision
•
Strong working collaborations are evident between the council, partners and including voluntary organisations
•
The council’s corporate plan summarises the complex difficulties faced by residents in all facets of life, many of whom need long-term support from services. (Islington, 2018)
•
The prevalence of mental health problems, including those undiagnosed (Islington Council and Islington CCG, 2017)
•
Long waiting lists for mental health services; IAPT (Improving Access to Psychological Therapies) was established to tackle this issue, however the majority of patients are still waiting 18 weeks
•
Feed back from residents that services don’t communicate and frustration from vulnerable CYP that Islington services should work better together (Richard Watts, 2018)
•
Concern identified in Islington’s governance statement that social care models don’t provide adequate quality of care (Islington, 2018)
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• The range of interventions on offer is comprehensive and accommodates the depths of young peoples’ needs (Ofsted, 2017)
Ofsted’s report after inspection of services in May 2017 identified the following other weaknesses:
•
Processes for initial access to services, for children who are not at risk of serious harm, are not always efficient and consistent
•
Inconsistencies in the quality of support plans for vulnerable children and families
•
Work to be done with partners to enhance the information provided in referrals, so that support can be established quickly
(Ofsted, 2017)
Opportunities
Threats
Opportunities identified in Ofsted’s report after inspection of services in May 2017:
•
Leaders are ambitious, determined and extremely competent
•
Leaders have an excellent oversight and understanding of their service, and accurately identified the areas for improvement
•
The range of Islington services to support children with a wide variety of issues are broad and well-coordinated
•
Social workers are well-managed and are supported to continually develop as professionals with training that is resourced and well-planned.
(Ofsted, 2017)
•
The Outcomes Based Budgeting has been establish to ensure budgets are granted based on results and outcomes (Islington Council, 2018)
•
The Children and Social Work Act 2017, (CSWA 2017), has identified the requirement for increased partnership working across agencies to better
•
Islington has the third highest rate nationally for children living in poverty (35%) (Islington Council, 2018)
•
Complex needs of families are further complicated by challenges presented by youth violence, drugs and gang culture. (Ofsted, 2017)
•
Overspend of 5.7m in children’s social care services due to allocated funds not meeting the demand (Islington Council, 2018)
•
Islington’s population is expected to increase by 7% (15,500 people) in the next decade (Islington Council, 2018)
•
Reduction in funding and budgetary pressures will continue to risk the delivery of high-quality services (Islington Council, 2018)
•
An additional savings of £50million will have to be made by the council over the next three years. (Islington Council, 2018)
•
Additional government cuts are predicted beyond 2020, including revenue support being phased out (Islington Council, 2018)
•
Social care is not currently financially sustainable. The public health grant is also
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support and safeguard children in need. (Islington Council, 2018)
reducing which will impact on programmes that support prevention and earlyintervention. (Islington Council, 2018)
•
A looming Brexit brings uncertainty and cost implications
•
Delays implementing a council wide cloud network- threat that these IT projects will not be delivered and prevent business transformation (Islington Council, 2018)
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In terms of strengths, the council has some key assets including outstanding leadership and
management, and so many highly-skilled professionals that provide good support to young people. Their position is further strengthened by the extensive network of well-coordinated services in the locality, to ensure a depth of support is available to meet the range of needs.
Assessing the weaknesses and threats identified above, the key demographic data would indicate that needs are rising, and demand for services will only increase in the coming years, with population also due to rise over the next decade. Access to services at the front door must be addressed to ensure effective support is established efficiently. More could be done to prevent this trend in rising needs and mental health problems, and if addressed in the early stages, recovery is far more likely which will also ease the pressures to services.
While the recognition by Ofsted that the council is providing high-quality services and supporting the majority of vulnerable pupils extremely well, this support will be difficult to budget for in the future considering the forecasted cuts. The demand for services and the increasing complexity of cases means its current way of working is unsustainable.
4.1 Summary
It is clear from the local statistics and funding cuts that the council could be in a potentially vulnerable position if no changes are made. Examining the strengths and opportunities Islington have, with some forward planning, they have the skills necessary to transform services. It is evident from the above that Islington Council can’t continue to meet their strategic objectives, as set out in their corporate plan, in the long term, unless change happens.
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5.0 Situation of change
This section will identify the strategic transformation of a service that addresses issues listed above.
A recent government green paper on mental health and changes to the CSWA 2017, identify the requirement for more partnership work between mental health services. (Islington Council, and DoH, DfE, 2017). The green paper on mental health encourages services to move
away from traditional models and to adapt a more ‘person-centered, needs-led approach’ (DoH and DfE, 2017). Furthermore, the Children and Young People’s Mental Health Coalition have echoed these calls to see more cohesion between health, education and social care, and specifically identify the need to get the first point of contact right, so that young people are at the heart, rather than the system (House of Commons, 2018).
The proposed situation of change involves a change to this first point of contact, by joining current Social Care and CAMHS services to create a single point of access (SPA) for all children and young people with emotional health and wellbeing needs. This would involve a redesign to the way in which referral pathways in to Children’s Services and CAMHS currently operate. The hope is this would alleviate some of the challenges listed above and ultimately provide better care.
What lies at the heart of this situation of change is improved partnership working. There are endless advantages to services working better together, both within the council and partners in the local and voluntary sector. Creating an SPA to social and emotional services would have the following benefits:
–
Pool funds and resources from both services to run one entry point
–
Benefit from professionals with different areas of expertise working more closely together
–
Services communicating more provides a higher-quality and more efficient support
–
Service users moving through system quicker means reduced waiting times
–
Establishing more efficient support means that services are intervening earlier promoting early-intervention and possibly preventing more serious issues from arising
–
Residents say they want services to work better together
–
Broader range of services that promote self-management
In order, to explore this situation of change further, possible factors that could support or resist it.
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6.0 Assess drivers and resistors for change
In order for leaders and management to successfully manage a change process, it is crucial for them to have a sound understanding of the forces that may support or resist the change.
One of the most useful and widely used tools for change management is Force Field Analysis. This principle was developed by Kurt Lewin, and gives organisations a framework to look at the driving factors and resistors that may influence the change. The process of placing factors on a continuum provides an assessment of the gravity of each force, and a quick overview of their potential effect (Sabri, E., Gupta, Arun, and Beitler, M, 2007).
It also guides the implementation strategy that follows, whereby stakeholders with high levels of influence will be considered in the implementation plan. Gaining an overview of the sources and powers of resisting forces enables a degree of preempting so they can be addressed and incorporated in to the strategy (The World Bank, 2007).
Score
Forces for Change
Situation of change
Forces against Change
Score
4
Current health and social care models are financially unsustainable
Creating a single point of access to social and emotional services for children and young people in Islington
CAMHS and social care loosing autonomy over how they have traditionally worked
3
3
Earlier intervention for service users
Training for staff to ensure new referral pathways are understood and accurately used by all
2
3
Less demands on social care, ensuring the service is there for those in most need
New technology having the capacity to facilitate the new approach
3
3
Service users benefit from more Joined up working and a better quality service
Creating and testing the feasibility of new roles and recruiting to them
2
2
A decrease in waiting lists
Initially a high cost to implement
3
3
Service users are triaged at the earliest opportunity- benefit from a wider variety of skilled professionals
Disruption to traditional access points during implementation
3
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1
Easier to monitor service users
Capacity during introductory period of staff to handle all new cases
2
1
One of the first local authorities to implement such a system- leading the way
Staff having to work more closely with more services and pathways than before
3
3
Meets the objectives set out in the corporate plan
Misunderstanding and a lack of trust from staff and service users
2
3
Pooling resources of current services to fund one SPA
Service users and partners understanding the new referral pathways and system
2
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Considering the threats to funding and current financial insecurity, one of the biggest drivers is
the current cost of social care. Furthermore, another driver is to ensure services meet the
council’s objectives. Saving costs and improving the quality of care, are the most significant aspects driving this change.
In terms of factors that are likely to resist the change, the most significant ones to consider are related to staff. Changing the way services work, navigating new systems and technology, can place staff out of their comfort zone. The success of the new service model will rely hugely on staff, so they are key stakeholders to consider.
If Lewin’s theory is correct, that the chances of success are about the balance of driving and restraining forces (Hannaway, 1992), then it will be crucial to incorporate these factors heavily in to the implementation strategy:
•
Sufficient training for staff
•
Very clear implementation messaging and communication
•
Well planned systems that limit anxiety about new roles and ways of working
•
Ensuring the technology facilitates joint-working
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7.0 Strategy of implementation
Once the possible forces and resistors of change have been identified, they can be preempted and considered when devising a strategy of implementation, If a change has been carefully planned, this positively effects implementing and sustaining the change. (Sabri, E., Gupta, Arun, and Beitler, M, 2007)
The need for change must be sufficiently communicated to employees and understood, or those leading the change will lack credibility and power to initiate the process required (Kotter, 1997). One of the most crucial factors in the success of any change, is the quality of leadership. Perhaps, most crucial is leaders’ ability communicating the strategic objectives of the organization dearly and how they enable employees to focus on achieving these goals. (Henry, 2018)
A number of models are available to support the strategic change process; these enable organisations to translate a vision in to a tangible reality. Models such as Lewin’s, McKinsey’s and Kotter’s have been developed with decades of research on how to successfully create change. These support an organization to better understand the different aspects of change so that key elements can be planned for. While each model approaches the change from slightly different angles, there is synergy in one clear message- preparation is the key to success (MTD Training, 2010).
Kotter’s 8-Step Change Model was the most suitable choice, as such a prescriptive approach works with this change. While change will not always take such a linear approach, it is a useful model to plot each part of the change to. Kotter’s model is also one that can be understood by all levels. It is worth bearing in mind throughout the process, a key point made by Kotter, that the core issue of implementation is never down to the strategy or systems, but rather “changing the behavior of people” (Appelbaum, Habashy, Malo and Shafiq, 2012).
The following headlines have been identified using Kotter’s model of change, as being the most significant factors to consider to ensure effective implementation.
Communication
Crucial to the execution of a successful change is how the messaging is communicated. The narrative needs to be controlled and driven by those leading the change, to ensure it is solution-focused and clarifies uncertainties. It’s also important to ensure the message is not just about cuts, so that staff can buy in to the broader picture and vision. This synergy will help staff to see the opportunity, rather than being overcome by insecurities about job cuts and redundancies. Staff must understand the ‘why’ before the ‘what’, before they can be expected to be part of this service transformation. The communication, while crucial in the planning stage and the lead up to the change, is also just as important to keep communicating the advantages as the change progresses.
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Change of procedures
Several new procedural changes will take effect, namely those to create the new multi-system access point, establish new pathways to refer to partner organisations, and devise a procedure for recruitment.
Organisational structure
Combining services will establish new working structures; these must be considered and planned for well in advance. The planning of this will be integral to how the change is communicated to staff. Who will join what team, what that will look like in terms of new ways of working must be clear and understood by staff.
Training and upskilling
At the outset, it will be important for those tasked with leading the change to have had the appropriate training to do so, particularly in terms of planning the change and managing employees affected. A well thought out training plan will also be necessary for all staff to ensure they are equipped with the skills and competencies required to fulfill new roles and responsibilities.
Acquiring new assets
The following new assets will need acquiring:
Office space to hold the new SPA
Technology to facilitate partnership working
Recruitment
Some new roles will need to be recruited for. Those who historically carried out the access point duties in both Social Care and CAMHS may combine to join up expertise and run the new SPA. New roles for people to facilitate choice appointments after referral will need to be recruited to. There will be scope for new roles with more referral pathways than before, e.g. someone to prescribe the digital/social offer.
Risks
Due consideration must be given to the following factors which all pose a risk:
Separate services combining to deliver a service
Service users becoming familiar with a new service and referral pathways Establishing new support routes after referral, e.g. digital/ social offer GDPR regulations and sharing of data across services
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Creating a SPA to social and emotional support services for Children and YP
Step 1: Increase the urgency for change
•
Reflect on annual report, statement of accounts, corporate strategy with aims and objectives
•
Pull the latest data from pre-existing services
•
SWOT analysis (above)
•
Explain to staff the importance of creating a more sustainable model in light of cuts to funding
•
The reports published after the Ofsted inspections give what Kotter calls ‘added credibility to the need for change message’ (Appelbaum, Habashy, Malo and Shafiq, 2012)
Step 2: Build a team dedicated to change
•
Key stakeholders from across the social and emotional health and wellbeing services form steering group in including from CAMHS, the voluntary sector and the current Children’s Services Contact Team (CSCT)
•
Ensure the team represents all the relevant services and levels, including a voice from children and young people themselves
•
Work on team building and a mutual understanding and vision from within the change team
Step 3: Create the vision for change
•
Link the team suggestions and vision to the LBI’s vision and corporate plan
•
Agree a summary for this change so that the message is clear and consistent
•
Create a strategy and a draft of the new system redesign
•
Have a particular focus on the new aspects of the model i.e. Digital solutions
Step 4: Communicate the need for change
•
Send draft for consultation to key stakeholders
•
Bulletins to staff
•
Newsletters to residents
•
Press release
•
Website/ intranet
•
Use the latest data to persuade and convince those resistant to the change
•
Address the anxieties and any reluctance to change
•
Link the above to the values and vision of the organization
•
Educate all relevant stakeholders i.e. Residents, schools, health settings voluntary organisations on the new systems
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Step 5: Empower staff with the ability to change
•
Seek out other organisations who have made similar changes to learn from their experiences
•
Assess readiness of staff to change, structure and skills so any blockers can be preempted
•
Training for all staff
•
Team building particularly between teams who will begin working together
•
Establish the new roles necessary and determine what skills are relevant for those roles
Step 6: Create short term goals
•
Identify key performance indicators ensuring some are short term
•
Reward staff and recognise willingness to change
•
Provide regular updates on successes to staff
•
Communicate the advantages
Step 7: Stay persistent
•
Ongoing consultation with services and 1:1s with staff
•
Ongoing training in response to the needs of staff and demands of new way of working
•
Reviewing KPIs
•
Testing period with regular opportunities to reflect on the change
•
Ensure information sharing between services is managed in line with regulations
•
Ongoing evaluation and adjustments
Step 8: Make the change permanent
•
Regularly provide update on progress
•
Assess the impact
•
Embed the change in the core values
•
Share the narrative of the change
•
Continue to look for other opportunities for strategic changes
Kotter’s model describes each step of the change with the drivers and resisters considered. Resistance to change is a constant presence in any change management process, and measures to limit this have been considered above. A drawback of Kotter’s model is that it doesn’t provide the level of detail needed to address this in all scenarios. (Appelbaum, Habashy, Malo and Shafiq, 2012). A further limitation could be creating the urgency for change. While the model gives a good structure to, creating urgency risks a sense that the organization hasn’t been effectively planning, and had foresight to plan these changes in advance.
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8.0 Theory of change
The theory of change is useful to link the implementation and evaluation processes, and ensure that actions can be measured to demonstrate success. This contributes to both planning and monitoring, and further enables those involved to understand the impact the proposed changes will have. It also ensures that actions link to the long-term vision of the organisation (Täplin and Clark, 2012).
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TOC
Activities
Output
Outcome
Impact
Creating a single point of access to social emotional and mental health services in Islington would offer a more sustainable and high-quality support to service users, ensuring children and young people get the right support at the earliest opportunity
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Establish a SPA for CAMHS and social care
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All referrals for young people who have social and emotional mental health concerns go to the SPA
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Develop a social/digital offer so CYP have option of social prescribing or digital solutions
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New technology developed to enable partnership working
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Training for staff to understand the new model
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Training for staff to use the new technology to log referrals
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Staff training sessions
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Develop a handbook for staff on using new technology
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New SPA service takes referrals for all social and emotional concerns
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From the choice appointment, CYP can be referred to social care, CAMHS, a voluntary organisation or have a social or digital offer of support
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Reduced waiting times of 4 weeks from referral to first choice appointment for all services (Islington, 2018)
Demands for social care reduces due to earlier intervention and prevention
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CYP develop selfmanagement skills and prevent situations escalating
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CYP don’t have to tell their story over and over again to different service
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CYP receive support tailored to their needs
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CYP are easier to track in one system rather than several
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More efficient joined up service
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CYP easier to monitor
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CYP less likely to develop more serious mental health problems
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Social Care is more financially sustainable and able to meet the most serious needs
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More resilient residents
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and provide case updates
The ultimate objective of this change, is to establish a more effective system to ensure children and young people get the right support at the earliest opportunity, and prevent their needs from escalating unnecessarily. Islington want their children and young people to grow up with a world of opportunities at their feet, with the capacity to overcome social and emotional difficulties to reach their potential, and live happy and successful lives.
If services are working more closely together, a child or young person who presents with a social or emotional need, are more likely to get better support when their case can be triaged between services at the same point. Recovery and self-management is far more likely when issues have been addressed comprehensively, and effective support has been established at the earliest opportunity.
This model of prevention and early-intervention will save costs in the long run; those in need are getting effective support, preventing their situation from escalating. Furthermore, equipping people with the necessary skills to self-mange and intervene early, will help to limit the cycle, of families who need ongoing long-term support from a range of services. This will also have a big impact on the current demands in social care.
Additionally, this new model, if done right, will promote more trust in the service because children and young people will benefit from getting timely support that is personalized to them, enabling easier access to the wide range of services available to support children in need. This will ensure that the council’s vision to make Islington the best place to grow up, does in fact deliver.
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9.0 Conclusion
This report has identified the challenges that Islington Council continue to face, in order to deliver the best possible service for residents at a lower cost. The situation of change described above will cut duplication and inefficiency, make better use of skills and knowledge, and provide a higher-quality service to those in need.
The strategic transformation is well planned and supported by a detailed breakdown of all the necessary elements to ensure this is a successful move. Challenges have been preempted so they can be adequately considered, limiting the difficulties that any change typically brings. One area that would benefit from further inquiry is to explore other examples of local authorities who have made similar strategic changes, to better inform the strategy.
The theory of change provides the overall vision for the new way of working and how it benefits both council and residents. While one of the biggest drivers is savings, streamlining services will also support prevention and early-intervention, so that children and young people get the right support at the earliest opportunity (Islington Council, 2018).
To conclude, it is evident from the findings, that there are strong drivers to support this change. Supporting early indications of social and emotional needs at a local level, in areas of high- demand, is becoming one of the biggest challenges of our time, and establishing creative initiatives and effective services to do so, would mean that Islington Council can lead the way.
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10.0 References
Islington Council (2018) ‘Corporate Plan: Building a fairer Islington, Our Commitment 2018- 2022’. Available at: https://www.isli ngton.gov. uk/~/media/sharepoint-lists/public- records/communications/information/adviceandinformation/20182019/20180705islingtoncorp orateplan2018221.pdf (accessed 4 January 2019).
London Borough of Islington (2018) ‘Annual Governance Statement 2017-2018’. Available at: https://www. isli ngton.gov. uk/~/media/sha repoint-lists/pu bl ic- records/finance/financialmanagement/annualbudget/20182019/20180730201718annualgover nancestatementl.pdf (accessed 4 January 2019).
London Borough of Islington (2018) ‘Islington Council Statement of Accounts 2017/18’.
Available at: https://www.islington.gov.uk/~/media/sharepoint4ists/public- records/finance/financialmanagement/annualbudget/20182019/20181024lbislingtonstatement ofaccounts201718finalaudited.pdf (accessed 4 January 2019).
Ofsted (2017) ‘London Borough of Islington, Inspection of services for children in need of help and protection, children looked after and care leavers’. Available at: https://files.api.ofsted.gov.uk/vl/file/50004389 CIN (accessed 10 January 2019).
Ofsted (2018) ‘Focused visit to London Borough of Islington children’s services ‘. Available at: https://files.api.ofsted.gov.uk/vl/file/50004436 (accessed 10 January 2019).
Islington (2017) ‘Joint Health and Wellbeing Strategy 2017-2020’. Available at: https^/www.islington.gov.uk/^/media/sharepoint-lists/public- records/publichealth/information/adviceandinformation/20162017/20170131islington¡ointhea lthandwellbeingstrategy201720201.pdf?la=en (accessed 2 January 2019).
Islington CCG (2018) ‘Islington CAMHS Transformation Plan 2018-19’. Available at:
http://www.islingtonccg.n hs.uk/Downloads/CCG/Strategies/lslington%20CAMHS%20Transform ation%20Plan%202018-19.pdf (accessed 2 January 2019).
Islington CCG (2018) ‘Annual Report and Accounts 2017/18’. Available at:
http://www.islingtonccg.nhs.uk/Downloads/CCG/Publications/lslington%20CCG%20Annual%20 Report%20and%20Accounts%202017-18.pdf (accessed 4 January 2019).
Islington (2018) ‘Child Protection Annual Report 2017-18’. Available at:
https://democracv.islington.gov.uk/documents/sl5385/Child%20Protection%20Annual%20Rep ort%202018.pdf) (accessed 10 January 2019).
Department of Health and Department for Education (2017) ‘Transforming Children and Young People’s Mental Health Provision: a green paper (Cm 9523)’. Available at:
https://assets. publish ¡ng.service.gov.uk/government/uploads/system/uploads/attachment dat a/fìle/664855/Transforming children and young people s mental health provislon.pdf (accessed 18 January 2019).
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House of Commons Education and Health and Social Care Committees (2018) ‘First Joint Report of the Education and Health and Social Care Committees of Session 2017-19’. Available at: https://publications.parliament.uk/pa/cm201719/cmselect/cmhealth/642/642.pdf (Accessed 18 January 2019).
Sabri, E., Gupta, Arun, and Beitler, M. (2004), Purchase Order Management Best Practices: Process, Technology, and Change monagement. J. Ross Publishing. Available at: https://books,google.co.uk/books?id=FUYsKtCmaaYC&pg-PA176&dq-kotter%27s+model+8+st ep+change&hl=en&sa=X&ved=0ahUKEwiVxu3Kh ffAhWCqaQKHc5IBO8Q6AEIVTAH#v=onepage &q=kotter1s%20model%208%20step%20change&f=false (Accessed 19 January 2019)
Täplin, D and Clark, H, (2012), Theory of Change Basics, A Primer On Theory Of Change,
Available at: http://www.theoryofchange.org/wp- content/uploads/tocoJibrary/pdf/ToCBasics.pdf (Accessed 19 January 2019)
Bensoussan, B., Fleisher, Craig., (2013) Analysis Without Paralysis: 12 Tools to Make Better Strategic Decisions. New York: Pearson
Van Wart, M., Suino, Paul., (2017) Leadership in public organizations: An introduction. New
York: Routledge
Bryson, John M., (2017) Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement. New Jersey: Wiley & Sons
MTD Training., (2010) Managing through change. Ventus Publishing. Available at: https://books.google.co.uk/books?id-ÌWQ,- w04SSdUC&printsec=frontcover#v=onepage&q&f=false (Accessed at 21 January 2019)
Appelbaum, S. (2012) Back to the future: revisiting Kotter’s 1996 change model. Journal of Management Development, Vol. 31 Iss: 8 pp. 764 — 782, Available at: https://www.emeraldinsight.com/doi/abs/10.1108/02621711211253231 (Accessed at 21 January 2019)
Henry, A., (2018) Understanding Strategic Management Third Edition.
Trust for London (2018). Available at: https://www.trustforlondon.org.uk/. Accessed at: 24 January 2018
Frederic P. Miller, Agnes F. Vandome, McBrewster John (2010) Force Field Analysis. VDM Publishing
https://books.google.co.uk/books?id=daxRXwAACAAJ&dq=force+field+analysis&hl=en&sa=X&v ed=0ahUKEwig2pL4wPzfAhXOIIAKHdSpBIIQ6AEIK¡AA
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Hannaway, C., Hunt, G., (1992) The Management Skills Book, Billing and Sons Ltd, Worcester
The World Bank (2007) Tools for Institutional, Political, and Social Analysis of Policy Reform.
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en&sa=X&ved=0ahUKEw¡g2pL4wPzfAhXOIIAKHdSpBIIQ6AEIM¡AC#v=onepage&q=force%20f¡eld
%20analysis&f=false
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Strategic Change report
GRADEMARK REPORT
FINAL GRADE
72
I ^—/100
GENERAL COMMENTS
Instructor
Organisational Context (20%) 15/20
A strong contextualisation, setting out organisational priorities, the demographics of the area, the funding environment etc, making effective use of the latest data.
Sitation of change (30%) 21/30
V good use of well-evidenced SWOT to identify areas of concern, and a clear account of the situation of change. Good use of FFA in identifying drivers / resisters to the change.
Strategy discussion (30%) 23/30
An excellent discuss io n of yo ur appro ach to change management, applying Kotter in the context of the organisation very effectively.
Theory of Change (20%) 13/20
A good discussion of the theory of change underlying your proposals.
An excellent drawing effectively on a range of relevant sources, engaging well with the literature and applying tools in a skillful way. Well done!
BT
Agree DS – excellent piece – could do with explaining
how the total scores in the FFA influence the
strategy for implementation
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