NATIONAL CHANGE MANAGEMENT FRAMEWORK (CMF)

Introduction

There are a number of Government priorities and initiatives that will result in changes for service provision and therefore potentially staffing requirements across the health sector. There are no current provisions, processes or structures in place that are designed to manage the coordinated change required to implement Government Policy objectives across multiple employers and multiple unions in the sector. Given the scale of potential change and the resulting effect on the sector as a whole it is considered beneficial to all parties if such conversations were to occur at a national level. This is likely to reduce duplication and therefore result in a more effective, streamlined consultation process, and is less likely to detract from provision of services (“business as usual”) during the change process. An added benefit may be a reduction in the number of redundancies and therefore reduced payment of redundancy compensation across the sector.

Change Management agreed in National Terms of Settlement

A national approach to change management was agreed in the Bipartite Relationship Framework as part of the National Terms of Settlement between the 20 DHBs and the NZNO, SFWU and PSA (April 2010). The Change Management Framework (CMF) is to be used where the change is multi-dimensional and will challenge the ability of the traditional change management provisions to respond efficiently and effectively; and where the proposed change will impact at one or more of the following levels:

a)Nationally

b)Regionally

c)Across a number of DHBs and impacting on one or more unions

d)Where changes are likely to affect the structure of employment relationships in the sector.

Using the CMF allows for legislative and contractual consultation requirements to be met by a coordinated approach to change management from a national level, rather than individual DHBs being required to undertake consultation with each union locally.

Purpose of the CMF

The purpose of the CMF is to provide a nationally coordinated approach to change that should:

-assist with the timely and effective implementation of Government Policy objectives

-be efficient and effective in implementation

-ensure engagement with stakeholders

-improve consistency in the implementation of change and avoid duplication

-maintain service provision during the change process

-promote forward thinking high quality decision making with a best for service/system focus

-be cost effective and minimise the need for redundancies and payment of redundancy compensation

-retain capability in the sector for future service delivery

When to use the CMF

Below is a flow chart highlighting opportunities/times when this Framework might be used. The diagram shows many ‘trigger points’ at various stages in the policy/programme/project development where the National BAG can and should be made aware of the initiative. At this point, the National BAG will send through the CMF and begin discussing consultation at the national level.

How to use the CMF

Once a project or policy or initiative has been identified by the National BAG as a candidate for the Change Management Framework, the National BAG will provide the CMF Guiding Principles to the agency involved in developing the project. These Guiding Principles should be incorporated into the project as early in the process as practicable. Once the project/review/restructure is underway in the DHB (or DHBs) then the Operational Change Management Process (OCMP) should be used in conjunction with the CMF Guiding Principles.

Accountabilities/responsibilities

  • All parties to the National BAG are accountable to the processes set out in relevant collective agreements; this framework is one of those processes.
  • National BAGs responsibility is to establish and maintain relationships with central health agencies who might be drivers for change. This includes regular meetings with the agencies and the National BAG, scanning work plans for potential ‘triggers’ and in some instances, developing an MoU with those agencies around identifying initiatives that may be appropriate for the CMF.
  • The Health Sector Relationship Agreement Steering Group is responsible for notifying the National BAG of any ‘triggers’ they become aware of as soon as practicable.
  • Unions and DHBs have responsibility to raise potential projects for the CMF.

CMF Guiding Principles

  1. All parties including central agencies have a role in identifying early where service change may impact on the health workforce to enable coordinated change processes
  2. Change is managed in a consistent and transparent way
  3. Change management processes aim to preserve the employment relationship and maintain an engaged workforce for the future
  4. There are timely communications and appropriate messages
  5. All key stakeholders are engaged in change processes as early as possible
  6. Clearly planned timing and phasing of implementation
  7. Expectations to be ‘kept real’ throughout the process
  8. There is recognition of the interests of all parties

Implementation Notes

Local DHB response where proposed change process meets CMF criteria
  • DHB is notified by National BAG of a proposed change meeting the CMF criteria. The National BAG will also provide advice on how the change is being coordinated through the CMF
  • DHB considers potential impact of change within the DHB & develops project brief/outline using the CMF criteria. At the same time the DHB identifies staff who may be affected by proposed change and their unions
  • DHB formally notifies unions who are parties to this agreement (via coordinated national process promulgated by the National BAG))
  • DHB formally notifies unions who are not parties to this agreement
  • DHB advises non-union staff who may be affected by the change
  • DHB follows through with the operational change management processwith support from the National BAG as advised within the process

DHB Region /Cluster response where proposed change process meets CMF criteria
  • Region identifies that a proposed change meets CMF criteria or is notified by National BAG
  • Region identifies a coordination point/role for the change
  • Region considers potential scope of change & develops project brief/outline
  • Regional DHBs identify those staff who may be affected by the proposed change and their unions
  • Coordination role formally notifies unions who are parties to this agreement where their union members are involved (via nominated national contact)
  • DHBs employing staff who may be affected by the change notify unions who are not parties to this agreement
  • DHBs coordinate meeting (optional) to engage all affected unions
  • Follow through with operational change management process
  • One regional process for unions who are parties to this agreement
  • DHB by DHB process for unions who are not parties to this agreement (using local DHB response process above)

Unions
  • Alert National BAG and DHB if identifies proposed change that may meet CMF criteria
  • When notified of proposed change process ensure relevant union organizers are informed
  • Engage with DHBs/region in operational change management process

Central Health Agencies
  • Alert National BAG of potential for sector change meeting CMF criteria as early as possible
  • Early signal when policy change decided to assist National BAG planning
  • Engage DHBs and unions early in the proposed change as policy is formed using National BAG as a coordination point
  • Coordinate with the National BAG as development process moves towards/begins implementation

NHB Chief Advisor Employment Relations
  • Supports the National BAG with coordination of change management processes
  • Acts as a coordination point within the Ministry of Health /NHB on current change notifications and projects

DHBNZ
  • Acts as secretariat to the National BAG including change notifications
  • All enquires to: tbc

Operational Change Management Process

The purpose of the Operational Change Management Process (OCMP) is to ensure a consistent, efficient and effective approach is taken within the DHBs when considering change, including restructuring and service reviews. This process sits under the umbrella of the Change Management Framework guiding principles.

Process

Updated. Endorsed by National BAG 6.07.11