Making it Happen

1
Welcome

• Making it Happen
• Modernising the Registration Service
• 2 November 2006
• Local Government House

2
PLEDGE TO SHARE

• To Affirm4.
• Please feel free to remind me that I promised to
  share the following-
• 1.________________________________________________
  _____
• 2.________________________________________________
  _____
• 3.________________________________________________
  _____
• 4.________________________________________________
  _____
• Email documents to Affirm4 and we will post them
  on our website so that colleagues can download
  them.
• Name __________________________________
• Email __________________________________
• Tel ____________________________________

3
QUESTION CARD

• Id like to ask the panel and/or the floor
• _________________________________
• _________________________________
• _________________________________
• _________________________________
• _________________________________
• Whos asking?
• _________________________________

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Constructive talk

• Yes

and
but
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Questioning
Larger Whole
IDEAS FEELINGS ACTION
Antecedents
Consequences
Assumptions
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Exchange and Mart

• Customer surveys
• Consultation
• Writing a Service delivery plan
• Reshaping the service
• Winning support to make it happen
• Leading the staff

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• Making it Happen
• Modernising the Registration Service
• 2 November 2006
• Local Government House

8
Customers Partners

• Customer survey ? consultation
• Consultation
• Potential users
• Stakeholders/partners
• Issues improvement ideas
• Draft service plan
• Implication - More than annual

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Potential Users

• Residents who could apply for citizenship
• Getting married elsewhere
• Re-affirmation
• Unmarried/unregistered partners

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Who to consult

• A few consultees
• Somalian womens group
• Photographers
• Schools
• Funeral directors
• Approved premises

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Consultation and survey methods

• How useful is a comments card?
• Face to face needed for exploration and
  understanding

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Local Authoritys Processes

• User groups
• Citizen panel
• Exhibition in town hall, library, caravan
• Area meetings
• Proving or improving?

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Consultation and survey methods

• Stakeholder forum
• Mystery shopping
• Exit interviews
• Telephone interviews
• Citizen panels
• Focus groups
• Seminars
• Wedding fairs

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• Making it Happen
• Modernising the Registration Service
• 2 November 2006
• Local Government House

15
Service configuration
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Service Configuration
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Service Configuration
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Service Configuration
Nominal SR
DSR RBD (Smith)
DSR RBD (Bloggs)
DSR RBD (Jones)
DSR RBD (Patel)
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Possible jobs

• Office manager
• Manager statutory services
• Manager celebratory services
• Service improvement manager
• Citizenship manager
• Customer liaison executive
• Registration call centre manager

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Service Locations
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Service locations

• Hospital
• GP surgery
• Library
• Museum
• Supermarket
• Funeral director

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• Making it Happen
• Modernising the Registration Service
• 2 November 2006
• Local Government House

23
Project planning changes

• A year might be realistic
• Consultation is not optional
• Use HR at start plan for redundancy/selection/jo
  b evaluation procedures
• Write job descriptions to get the grades

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Influencing powerbrokers

• Who can make it happen or stop it
• See it from their point of view
• Be interested in what they want

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Stakeholder analysis

• Are they against, for it or neutral
• What do they stand to lose or gain?

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Stakeholders

• Allies
• Fellow travellers
• Fence sitters
• Adversaries
• Opponents

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Recognise that people work like this
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Politician/officerperceptions of an issue
Vote winner
HIGH PUBLIC GOOD
OFFICERS
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Light the Blue Touch Paper Retire
Where only one, professionally rational, option
is advanced by officers who present it to
politicians regardless of its acceptability
appropriateness.
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On one hand and on the other hand
The one preferred option is presented but has
equally balanced advantages and disadvantages
(merits and demerits, costs and benefits) of
sufficient detail so as to afford a political
choice within the bounds of professional
rationality.
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Goldilocks
A manipulative approach - where a too sweet
option is contrasted with a too sour option,
and, in consequence, a third more acceptable
option emerges through a process of rational
compromise.
Plan C
Plan B
Plan A
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The Process of Change

• The transition curve

S E L F E S T E EM
7. Made it
2. Denial
6. Understanding
3. Incompetence Depression
5. Testing
1. Freeze
4. Let go
Beginning of Transition
TIME
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Calculating the cost
)
READY FOR CHANGE
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Managing expectations
Positive
Let down
Very OK
G E T
Negative
Positive
E X P E C T
Warned ready
Surprised
Negative
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SWOT Analysis

Weaknesses
Strengths


Opportunities
Threats
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Force Field Model

• Current Position

Desired Position
Driving forces Restraining forces
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Personality
20-25 Late Adopters Interested but wait and see
20-25 Early Adopters Very interested willingly
join
20-25 Sceptics Wait and I told you so!
10-15 Champions Pioneers Lets get started!
10-15 Active Resistors Forget it!
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Appreciative Inquiry

• Search for solutions that already exist
• Amplify what is working
• Focus on life giving forces. What is working well
  around here?

Appreciative Inquiry honours the past and this
helps people to manage change.
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Staff consultation

• when proposals are still formative
• adequate information on which to respond
• adequate time to respond
• conscientious consideration of the response

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How to involve inform

• Away days SWOT Force field Reverse wordstorm
• Team/staff meetings
• Working parties
• Visits to other offices
• Newsletter
• Suggestion whiteboard/logbook
• Focus on how NOT whether change

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SPEAKERS
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