Change Management Process

Change Management is the process of modifying or transforming organisations in order to maintain or improve their effectiveness. The Cumming and Worley model best describe the current changes and the environment in which the VET practitioner will be operating within. For our project we will be working through the following:

1. Creating the Readiness for Change (TAFE 21st Century, Current Funding models, Institute Strategic Directions 2009-2011 drivers for the change) This stage will be set at the faculty networking day where a range of discussions will take place to identify the importance of change to meet the current business needs of the Faculty. (Institute and TAFE NSW)

2.Creating the Vision (Where we need to be, what we need to look like and act like in the future) A self assessment of Faculty staff will be managed by the Human Resources Business Partner, Sharyn Kuchar through the Margerison –McCann Team Management Profiling tool which will identify work preferences. This will identify how the team:
· Relate with others
· Gather and use information
· Make decisions
· Organise themselves and others
Results will be analysed and workshopped to create the vision for the Faculty. Focus groups will identify barriers to implementing change and will develop strategies to support an innovative culture and practices. This will be documented and discussed at Head teacher meeting and section meetings.

3. Managing the current to the desired state (balance between continuous and compliance) This stage will focus on overcoming the obstacles and resistance and encourage staff to try new approaches by building skills and confidence. This will be a range of professional development activities. Good news stories will be documented and shared to encourage the focus on continuous improvement.

4. Developing support and sustaining the momentum (developing milestones to evaluate effectiveness) This stage will determine the effectiveness of the strategies and incorporate any feedback from sections. This will be developed into an action plan and fed into the new business planning model.

Action Plan

The aim of the project is to develop the capabilities and effectiveness of the Community Health and Personal Services (CHAPS) Faculty Management team (FMT) by:

• Profiling the CHAPS FMT and determine current work preferences and skills;
• Reviewing the current strategies, cultures and structures operating within the Faculty;
  Then
• Identify where we need to be, what we need to look like and act like in the future;
• Translate vision into strategies to achieve an innovative and responsive culture;
  Evaluate and review the project outcomes to determine effectiveness;
• Plan strategy to support continuous improvement and best practice within the Faculty.

So what does this all mean? How we will manage this? Lets have a look at chnage management.

About CHAPS

The Bright Ideas project will focus on bring together the FMT (Faculty Managment Team) which include head teachers (16 in total) and Faculty staff (5 in total). The Faculty provide courses from Statement of Attainment to Diploma level in the following disciplines:

• Aging and Disability
• Beauty Therapy
• Children's Services
• Community Services
• Hairdressing
• Nursing
• Sport and Recreation

Bright Idea 2009

South Western Sydney Institute has provided funding for staff to further develop skills to ensure high quality service to our customers. The Community Health and Personal Services Faculty has been successful in gaining funding to participate in a Bright Ideas Project. The project will support innovation in the Faculty to explore learning pathways to meet the needs of students and workforce development requirements of industry and communities. The aim of the project is to increase the productivity of our workforce and contribute to the economic and social development of our community.