Change Management Consultant - Cross Program Initiative

Description:

Background

A Change Management Consultant will be assisting our client with the launch of a significant, cross-program initiative that will include both the introduction of new programs, as well as significant shifts to some existing programs. Critical new requirements for cross-program integration and governance will be required, as well as greatly enhanced external engagement and collaboration. 

 

Technical Criteria

Must have a minimum of one-hundred twenty (120) months of experience in the areas of project management, change management and organizational design, including staff engagement, training, meeting facilitation and communications in each of those areas.

Must have valid Government of Canada's Reliability clearance.

Should have experience working on Government of Canada, and/or provincial and/or municipal government change management projects, such as supporting formation and/or reorganization of government branches and/or programs, and including experience forming, organizing, supporting, and managing transition teams to support organizational change.

    To demonstrate experience, must provide project summaries’. Each project summaries must include the following:

• Client organization;
• Name, phone and email of client;
• Scope, objective, project;
• timeframe (from-to dates month/year);
• Description of the resource roles and responsibilities in the project;

Should have experience working on large project management initiatives, which included defining and measuring outcomes and developing planning, monitoring, and reporting processes.

    To demonstrate experience, must provide project summaries’. Each project summaries’ must include the following:

• Client organization;
• Name, phone and email of client;
• Scope, objective, project;
• timeframe (from-to dates month/year);
• Description of the resource roles and responsibilities in the project;

Should have experience in organizational design and alignment, including defining accountabilities, identifying interdependencies, and developing integrated governance processes to support decision making.

    To demonstrate experience, must provide project summaries’. Each project summaries’ must include the following:

• Client organization;
• Name, phone and email of client;
• Scope, objective, project;
• timeframe (from-to dates month/year);
• Description of the resource roles and responsibilities in the project;

Should have experience developing internal communications and engagement plans to support change management and organizational change.

    To demonstrate experience, must provide project summaries’. Each project summaries’ must include the following:

• Client organization;
• Name, phone and email of client;
• Scope, objective, project;
• timeframe (from-to dates month/year);
• Description of the resource roles and responsibilities in the project;

 

Tasks Required

Provision of advice and support to regional executives and staff through the pre-implementation and implementation stages of a large region-wide, cross-program and cross-branch growth and transition initiative in Pacific Region, including three major components:

Project Management Years 1 and 2

1. Develop an overall project implementation plan, including timelines, milestones and performance parameters, for the implementation of the Strategy (the Project).
   • Identify any overall or specific Project risks, and recommend strategies for risk mitigation and management.
2. Directly advise and support the internal project team through project planning and implementation phases, (i.e. up to 6 months pre-launch, and years 1 and 2). Specific products and timeframes to be negotiated.
3. Create and support use of various tools, templates and processes, as required, to support project management of the Strategy, including measuring and reporting on project progress.
4. Identify problems and provide recommendations, including new or modified project elements, new tools or processes, to resolve these problems

Internal Change Management – Years 1 through 3

1. Lead a change impact analysis regarding not only the implementation of the new Strategy, but cumulative effect of changes to the organization in recent years; lead the development of a regional organizational change management action plan, which would include, among other things:
   • Organization of a Transition Team (the Team) of internal cross-program and branch management and staff to help communicate the changes within programs and branches. Including tools and support to enable the Team to become self-sufficient for ongoing transition requirements, including the capacity building dimension associated with program growth;
   • Advice on building strategic integration within the regional organization and engaging within respective Branches on the cross-program and cross-branch changes;
   • A feedback loop or mechanism for the Team to gather thoughts/ideas/comments from within their respective Branches;
   • A survey key Directors and Regional Directors on such issues as employee feedback and implementation progress, and reporting back to senior management on a regular basis;
   • An internal communications plan for the Team to share within their respective programs and branches; and
   • Development of an external communication plans to ensure consistency of messages between internal and external plans.
2. Guide and advise the Team, including organizing and leading teleconferences, MS Teams meetings and, face to face meetings, if appropriate; and preparing meetings agendas, preparing material for meetings and associated logistics, including note taking and meeting minutes.
3. Engaging more broadly with regional senior management, directors and managers in most affected in the Programs via meetings/phone calls/emails, including;
4. As appropriate, identifying and developing strategies in relation to broader organizational culture change that may be required to support the implementation of the Strategy.
5. Support the organizational realignment process, as outlined below, in particular, any program specific organization re-alignment that may be approve through that process and require change management support and expertise.
6. As appropriate, travel within BC and Yukon (Whitehorse) to engage staff.

Internal Organizational Realignment and Design Support – Years 1 & 2

1. Undertake a review existing organizational structures, including accountabilities and roles and responsibilities in the Pacific Region, which could include such activities:
   • Engaging Regional Directors and Directors on program specific
   • organizational design;
   • Engaging National senior management, on the advice of the contract authority;
   • Conducting focus groups; and
   • Creating discussion papers and presentations for the processes above, including for senior management.
2. Analyze anticipated new program changes and additions required to implement the new Strategy, as well as new growth initiatives, and provide recommendations to senior management on organizational structure and realignment opportunities, as well as advice on organizational design and structure that will support the successful delivery of defined outcomes, including:
   • Accountabilities, and roles and responsibilities in relation to new growth and new programs; and
   • Options for internal governance structures that support an integrated model for program delivery across the Region.
3. Where specific changes in organizational design are identified and recommendations are accepted, link to the provision of program specific change management support (see above under Component 2). This could include:
   • Development and implementation of program specific change management plans;
   • Leading and/or supporting on internal engagement, including organizing and facilitating meetings (via, teleconference, MS Teams or, if appropriate, face to face), preparing agendas, meeting materials and meeting minutes; Development and tracking of a feedback mechanism for staff engagement to be considered by regional senior management; and
   • Development of an internal communications plan and, if appropriate, an external communications plan.
4. As appropriate, travel within BC and Yukon (Whitehorse) to support staff engagement.

Perform an action: