A Unit of approximately 50 people within a Government Department needed to move to a much larger Government Department within the space of two months, an unusually fast time-frame for a move of this nature. This presented many challenges including: Different IT platforms in the original and new Department e.g. Google to Outlook Different pay scales and terms and conditions in the new Department Different processes and procedures in the new Department, with a more risk adverse culture Staff who had been through prior moves were suffering from 'move fatigue.' Heavy high-pressure staff workloads Requirement to minimise disruption to Ministerial support Merielle Ghali took a leading role in co-ordinating the move. Her remit was to act as the lead representative for the unit, advising and helping them to communicate effectively, and holding them to account. To ensure a smooth move, Merielle: Built relationships with key members of the new Department in advance Built change champions in each of the teams who were moving Participated in Director General level, and Weekly Change Team meetings and cascaded information accordingly Involved the Change Board, Change Team, IT and Facilities teams in weekly cascades to disseminate information and ensure direct two-way feedback Acted as a conduit between the Change Team and the staff affected by the move Tracked all aspects of the move, including FAQs, weekly updating and traffic light reporting The Change Champions were critical to the success of the move. Champions were selected from the Directorates of the Unit and were able to use their insight and networks to help Merielle gather and share information. Champions assisted on a practical level by owning logistics on move day itself. With an aggressive two-month time-line from announcement to move day, rapidly integrating the Unit into the culture of the new Department was it was a high priority. Merielle worked closely with staff to manage expectations, while ensuring that voices were heard, to reach sensible cost effective solutions. The two most challenging aspects of the move were IT and HR. Both were tackled with phased moves. The IT move happened over six months, so that staff could move to new systems gradually. Temporary wifi solutions were set up to support this, along with sessions with IT support and floorwalking. GOV.UK webpages were updated and Merille negotiated to have them set up as a stand-alone agency to future-proof the Unit for potential further moves. Unit staff were trained to upload their own content. Staff had concerns about differences in pay grades and terms and conditions across the two Departments. Merielle arranged opportunities for individuals to speak with HR to discuss concerns and understand the new working arrangements. Once individuals physically moved into their new office space, Merielle led on aftercare, managing queries and problems, with a list of live and often complex issues. One example was poor lighting, which required the procurement of special lighting. The Unit kept all records and logs to act as a blueprint for future moves. Staff feedback on the move was very positive, with staff saying that they felt wanted as part of the new Department. Merielle won two awards for her work supporting the move.
Waltham Forest Clinical Commissioning Group (CCG) IT Strategy team engaged Prederi to undertake the development of its five year IT Strategy. Digital by Default has been adopted across the NHS to improve patient care and safety, patient experience with NHS services and enable better use of limited resources. WF CCG needed assistance to understand and implement the Digital by Default Standard.
The Board of a Regulatory Body of approximately 60 people was struggling to keep track of multiple projects and the associated costs, necessary to understand the progress of high-risk and high-value projects. The organisation had a history of using external consultants to build systems to enable reporting to the board on major projects. Unfortunately, the systems were not working as they should. Staff lacked confidence in the systems and were using disparate methods to provide project reporting to the Board. Staff were cynical about further initiatives, and were concerned that management would impose a new system from the top down. Merielle Ghali was asked to lead an internal project team to improve oversight of all projects, large and small scale. A combination of: A consultative, collaborative approach that involved asking individuals what did and did not work in prior systems Analysis of processes and day to day working practices led to the development of a new solution. The new solution blended Prince 2 project management methodology with bespoke processes geared towards the needs of the organisation. The Board received regular highlight reports detailing project activity, along with Risks and Issue registers. Merielle built a Programme Office (PMO) using in-house staff to implement the new system, and support colleagues. This ensured buy-in across the organisation. The new solution was delivered within three months, from inception to business as usual. Individuals benefited from the visibility of project push and pull points, which the Board were able to see across all projects to make the right decisions.
“We engaged with KBG IT to carry out all of the IT related work in helping us become an independent organisation, and they also became the first point of contact for all IT related issues our internal staff faced.