1. AUMA
AUMA - Municipal Sustainability Planning Workshop
“Laying The Groundwork For Successful
Change, One Person At A Time”
Presented By: Greg Weiss
CORVUS Business Advisors
April 20th, 2007

2. AUMA
Workshop Objectives
ƒ Understand the value and necessity of proactive change
management processes
ƒ Understand the key elements of the change management plan
ƒ Understand what change issues other municipalities anticipate
as it relates to development and implementation of municipal
sustainability plans

3. AUMA
Agenda
1. Opening Remarks, Objectives, & Agenda
2. Introduction
ƒ What Is Change Management
ƒ Municipal Sustainability Change Management Dimensions
3. The Origins Of Organization Readiness
ƒ The Track Record of Large Scale Business Transformations
ƒ Organization Readiness… A Changing Perspective
4. Organization Readiness Fundamentals
ƒ What Is The Impact Of Municipal Sustainability Changes Without Organizational & Community Readiness?
ƒ The Magical Thing Called “Internalization”
5. Organization Readiness Planning
ƒ Change Management Focus Areas Or “Levers”
ƒ Applying Doppelt’s Seven Blunders and Solutions
ƒ Elements of Successful Change
ƒ Methodology
ƒ Compliance-base Change versus Value-based Change
ƒ Fostering Organization Readiness Champions
ƒ Your Role As Readiness Ambassador
6. Summary - Do’s and Don’ts
7. Readiness Assessment Articles And Tools
8. Q&A

4. AUMA
What Is Change Management?
ƒ Change Management is NOT:
ƒ Training (although good training is certainly one element of organization
readiness)
ƒ “Spinning” a good story to convince employees and avoid resistance, or
ƒ The process used to manage scope (i.e., the change control process)
ƒ The “art” of managing change is all about proactively positioning an
organization to be ready, willing, able to successfully adopt the
business change being implemented. Its acknowledging that
resistance to change is natural, and proactively identifying and
mitigating the causes of resistance.
To avoid confusion, the term Organization Readiness is often used interchangeably
with Change Management
To avoid confusion, the term Organization Readiness is often used interchangeably
with Change Management

5. AUMA
Municipal Sustainability Change Management
Dimensions
ƒ From the perspective of municipal sustainability planning, we will
think about change management along 2 key dimensions:
1. Municipal organization readiness - proactively positioning the municipal
employees to be ready, willing, able to successfully adopt the changes
being implemented as a result of the municipal sustainability plan.
2. Community readiness - proactively positioning citizens to be ready,
willing, able to successfully adopt the changes being implemented as a
result of the municipal sustainability plan.
For our purposes here today, the term Organization & Community Readiness will be
used interchangeably with Change Management
For our purposes here today, the term Organization & Community Readiness will be
used interchangeably with Change Management

6. AUMA
Change Management…A Vital Component Of The
Municipal Sustainability Plan
ƒ Some business transformations seek to implement new business
processes or new technology
ƒ However, municipal sustainability plans also seek to change the with
individuals think about long held mental models (e.g., environmental
sustainability).
ƒ Transforming an organization and community with deeply ingrained
beliefs, values, and behavioural patterns is daunting!
To be successful ‘change management/organization readiness’ must be an
integral component of each municipal sustainability plan.
To be successful ‘change management/organization readiness’ must be an
integral component of each municipal sustainability plan.

7. AUMA
The Origins Of Organization Readiness
I
II
IV
III
Organization Readiness
Ineffective Effective
Solution
Implementation
Effective
Ineffective
Desired
Business
Objective
I Failure
II Failure
III Failure
IV Success
Unfortunately, The Track Record Of Large-scale Transformations Is Poor:
ƒ A Gartner Group survey (1999) reported that 9 of 10 ERP initiative were deemed to be failures.
ƒ A Cameron Group survey (1997) reported that 75% of TQM initiatives achieved no success what so ever.
ƒ An Economist survey (1994) reported that 85% of re-engineering initiatives achieved little or no results. Many actually experience negative
results!
Why? Because these initiatives failed to change the underlying thought patterns, outlooks, and behaviours of employees. Failure to
modify thinking and perspectives (i.e., culture) permits old decision-making and activity patterns to remain intact
Unfortunately, The Track Record Of Large-scale Transformations Is Poor:
ƒ A Gartner Group survey (1999) reported that 9 of 10 ERP initiative were deemed to be failures.
ƒ A Cameron Group survey (1997) reported that 75% of TQM initiatives achieved no success what so ever.
ƒ An Economist survey (1994) reported that 85% of re-engineering initiatives achieved little or no results. Many actually experience negative
results!
Why? Because these initiatives failed to change the underlying thought patterns, outlooks, and behaviours of employees. Failure to
modify thinking and perspectives (i.e., culture) permits old decision-making and activity patterns to remain intact

8. AUMA
A Changing Perspective
Implementing A
Change
Modified / New
Processes /
Practices
Modified / New
Policies
Modified / New
Organizations,
People, Roles
= =
Significant
“CHANGE”!!
Therefore, proactive
organization readiness
Significant
“CHANGE”!!
Therefore, proactive
organization readiness
2000+ View:
Modified / New
Technology
“The definition of insanity is….doing things the same way, and expecting a different result.”
Implementing A
Change
1990’s View:
“A sprinkling of
communications and a dab
of training”
“A sprinkling of
communications and a dab
of training”
=
New Toolset To
Support Day-To-
Day “Operations”
=

9. AUMA
What Is The Impact Of Municipal Sustainability Changes
Without Organization & Community Readiness?
ƒ Uptake is weak / slow and organization and/or community do not
implement the municipal sustainability strategies as intended
ƒ Continue to do things “the way we’ve always done it”
ƒ As a result:
ƒ Continue to operate (and pay for) old practices, processes, technologies
etc.
ƒ Resource utilization is no more efficient than before, in fact they can
sometimes it is less efficient (e.g., entering data into both new systems
and shadow systems)
ƒ Morale suffers and often the organization and community loses
confidence in leadership
ƒ Total cost of “doing business” actually increases

10. AUMA
This Magical Thing Called “Internalization”
I. Contact
II. Awareness of Change
III. Understand the Change
IV. Positive Perception
V. Installation
VI. Adoption
VII. Institutionalization
VIII. Internalization
Preparation
Phase
Acceptance
Phase
Commitment
Phase
Unawareness Confusion
Negative
Perception
Decision not to
Attempt/Support
Installation
Change Aborted
After Initial
Utilization
Change Aborted
After Extensive
Utilization
Commitment
Threshold
Disposition
Threshold
Degree
of
Support
for
the
Change
TIME

11. AUMA
Organization Readiness Focus Areas Or “Levers”
Change
Readiness /
Aligned Culture
Pay &
Performance
Alignment
Change
Leadership &
Accountability
Change
Specific
Communications
Education &
Staff
Development
Organization
Structure
Alignment
Staffing &
Deployment
Vision Clarity
Powerful
Business
Case

12. AUMA
Applying Doppelt’s Seven Blunders and Solutions:
Powerful Business Case
Change
Readiness /
Aligned Culture
Pay &
Performance
Alignment
Change
Leadership &
Accountability
Change
Specific
Communications
Education &
Staff
Development
Organization
Structure
Alignment
Staffing &
Deployment
Vision Clarity
Powerful
Business
Case
Sustainability Blunder: Patriarchal thinking that leads
to a false sense of security
ƒ Organizations are addicted to the directives of
higher authorities and no one meaningfully
challenges the linear economic paradigm
Sustainability Solution: Change the dominant
mindset through the imperative of achieving
sustainability.
ƒ Disrupting an organization's mental model is the
first step toward the development of new ways of
operating.

13. AUMA
Applying Doppelt’s Seven Blunders and Solutions:
Organization Structure Alignment
Change
Readiness /
Aligned Culture
Pay &
Performance
Alignment
Change
Leadership &
Accountability
Change
Specific
Communications
Education &
Staff
Development
Organization
Structure
Alignment
Staffing &
Deployment
Vision Clarity
Powerful
Business
Case
Sustainability Mistake: A silo approach to
environmental and socio-economic issues
ƒ Because no single unit can identify all of the ways
in which municipal services, policies, and
processes affect the environment or social
welfare, the status quo is perpetuated
Sustainability Solution: Rearrange the parts by
organizing sustainability transition teams
ƒ This “shake-up” is important because planners
and decision makers often surround themselves
with like-minded people, do not trust the unknown,
or may feel threatened by change.

14. AUMA
Applying Doppelt’s Seven Blunders and Solutions:
Vision Clarity
Change
Readiness /
Aligned Culture
Pay &
Performance
Alignment
Change
Leadership &
Accountability
Change
Specific
Communications
Education &
Staff
Development
Organization
Structure
Alignment
Staffing &
Deployment
Vision Clarity
Powerful
Business
Case
Sustainability Blunder: No clear vision of
sustainability
ƒ Without a clear vision, organizations (and the
individuals that make up the organizational
“system”), often assume that being in compliance
with the law is the sole purpose of their policies
Sustainability Solution: Change the goals by crafting
an ideal vision and guiding sustainability principles
ƒ Change the goals and different kinds fo of
decisions and outcomes will follow; this requires a
clear depiction of the new ends the organization
seeks to achieve and guidelines for how decisions
should be made to achieve them.

15. AUMA
Applying Doppelt’s Seven Blunders and Solutions:
Education
Change
Readiness /
Aligned Culture
Pay &
Performance
Alignment
Change
Leadership &
Accountability
Change
Specific
Communications
Education &
Staff
Development
Organization
Structure
Alignment
Staffing &
Deployment
Vision Clarity
Powerful
Business
Case
Sustainability Mistake: Confusion over cause and
effect
ƒ Focus on symptoms (e.g., emissions and
discharges) not the true sources of sustainability
challenges
Sustainability Solution: Restructure the rules of
engagement by adopting new strategies
ƒ How sustainable are we now? How sustainable
do we want to be in the future? How do we get
there? How do we measure progress?

16. AUMA
Applying Doppelt’s Seven Blunders and Solutions:
Communications
Change
Readiness /
Aligned Culture
Pay &
Performance
Alignment
Change
Leadership &
Accountability
Change
Specific
Communications
Education &
Staff
Development
Organization
Structure
Alignment
Staffing &
Deployment
Vision Clarity
Powerful
Business
Case
Sustainability Mistake: Lack of information
ƒ Most organizations fail to communicate effectively
about the need for and the purpose, strategies,
and expected outcomes of their sustainability
efforts.
Sustainability Solution: Shift information flows by
tirelessly communicating the need, vision, and
strategies for achieving sustainability.
ƒ How sustainable are we now? How sustainable
do we want to be in the future? How do we get
there? How do we measure progress?

17. AUMA
Applying Doppelt’s Seven Blunders and Solutions:
Pay & Performance Alignment
Change
Readiness /
Aligned Culture
Pay &
Performance
Alignment
Change
Leadership &
Accountability
Change
Specific
Communications
Education &
Staff
Development
Organization
Structure
Alignment
Staffing &
Deployment
Vision Clarity
Powerful
Business
Case
Sustainability Mistake: Insufficient mechanisms for
learning
ƒ When employees are given limited opportunities
to test new ideas, and when they receive few
rewards for doing so, not much learning occurs.
Sustainability Solution: Correct feedback loops by
encouraging and rewarding learning and
innovation.
ƒ The adoption of new learning mechanisms leads
to wholesale changes of traditional feedback
systems that are oriented toward maintaining the
status quo.

18. AUMA
Applying Doppelt’s Seven Blunders and Solutions:
Pay & Performance Alignment
Change
Readiness /
Aligned Culture
Pay &
Performance
Alignment
Change
Leadership &
Accountability
Change
Specific
Communications
Education &
Staff
Development
Organization
Structure
Alignment
Staffing &
Deployment
Vision Clarity
Powerful
Business
Case
Sustainability Mistake: Failure to institutionalize
sustainability
ƒ Few organizations have incorporated
sustainability in their core policies and
procedures.
Sustainability Solution: Adjust the parameters by
aligning systems and structures with
sustainability.

19. AUMA
Elements of Successful Change
Vision
People:
ƒ Skills
ƒ Org Alignment
Incentives:
ƒ Business Case
ƒ Leadership
ƒ Accountability
ƒ Pay Alignment
Resources Action Plan
Successful
Change
Confusion
Anxiety
Gradual
Change
Frustration
False Starts
People
Incentives Resources Action Plan
Vision People Resources Action Plan
Vision Incentives Resources Action Plan
Vision People
Incentives Action Plan
Vision People
Incentives Resources

20. AUMA
Purpose Of The Organization Readiness Plan
ƒ Prepare your organization for what is necessary to successfully implement a
successful Municipal Sustainability Plan.
ƒ Create change leaders in your organization and community that are charged
with the responsibility for managing the transition.
ƒ Promote involvement in the change process by working with change leaders
to manage implementation risk.
ƒ Monitor the effectiveness of the change effort and adjust plans as needed.

21. AUMA
Organization Readiness Phases & Activities
Design
Build, Test
& Deploy
Assessment &
Planning
Readiness
Planning
Transition
Change
Framework
Identify
Change
Leaders
Readiness
Strategies
& Approach
Readiness
Analysis
Change
Management
Infrastructure
Implement
Readiness Plans
Track Measures
& Report Results
Adjust
Readiness Master
Plans (if required)
1.4
2.2
3.1
3.5
4.1
4.4
4.3
Communications
Analysis
2.3
Evaluation
& Adjustment
Translate
Change
Into Future State
Context
1.1
Build Sponsor
Understanding
& Commitment
Develop
Change Management
Processes & Tools
1.3
1.2
Stakeholder
Analysis
2.1
Readiness
Measures
3.4
Monitor
Change Management
Risk Factors
4.2
Assess
Human & Technical
Objectives
Ongoing
Change Management
Framew ork
5.1
5.4
Identify
Change Successes
& Failures
5.2
Readiness
Analysis
Master Plan
3.2
Communications
Plan
3.3
Evaluation
Report
5.3

22. AUMA
Value-Based Commitment
Involve people to design and implement planned changes
that build new, innovative ways of getting results
Compliance-Based Commitment
Phase in incentives and measures, redesign structure and
consequences that align behaviour with the future state
vision

23. AUMA
Your Organization
Fostering Change Leaders
Your Community

24. AUMA
How To Be An Effective “Ambassador” For
Sustainability-Related Change
ƒ Obtain and maintain as clear a picture as possible of the Future State. The effective
ambassador will be consistently aware that the organization cannot afford to fail at the
change because the status quo is too costly.
ƒ Seek out and understand how the proposed change will affect your area. A change in
one area often results in a significant impact on other areas. Effective ambassadors
understand the complex web of relationships that make up their organization and understand
how the proposed change will affect these areas.
ƒ Assess your area’s state of readiness. Effective management of change implementations
are incumbent upon knowing where organizational readiness needs to be improved and how.
ƒ Seek out and understand the time, money, and people resources necessary for the
implementation of change. And be willing to commit. Effective ambassadors must also be
willing and able to commit their time and energy to organization readiness activities.
ƒ Be a public champion. Sponsorship must be cascaded down an organization, but the target
audience must have a sense that the change has been legitimized at the top. Ambassadors
must, therefore, manifest their commitment publicly.
ƒ Meet with key individuals or groups privately throughout the change process to
ensure their continued support for the change. Skillful “behind the scenes” action
communicates that the ambassador is not just paying lip service to the change project.
ƒ Manage consequences and use thee existing system of rewards to publicly align
behaviours with the change. In most organizations, that which is measured and rewarded
gets accomplished.
ƒ Continually monitor organization and community readiness and progress toward the
change objectives. Monitoring help with early identification of any implementation problems
that may exist, thereby allowing proper action to be taken.

25. AUMA
Do’s and Don’ts
ƒ Take a proactive approach to identifying and managing change resistance. Resistance
doesn’t “go away” with time.
ƒ Don’t confuse change management with “selling”. ITS NOT! Resistance to change is
natural.
ƒ Avoid the “technical black hole”. The development of a technically sound solution is
only half of what it takes to achieve implementation success. Avoid spending all your
time on technical issues at the expense of developing and implementing a proactive
organization readiness effort.
ƒ Move target audiences up the internalization curve one step at a time. Create
awareness FIRST, understanding SECOND, and positive perception LAST. Cannot
skip steps.
ƒ Most significant initiatives like municipal sustainability represent a fundamental change
to the way your organizations and community live, work, and play. Leaders at all levels
must be ENGAGED, and must engage others. If they’re not, something is wrong and
change risk goes up dramatically.

26. AUMA
Organization Readiness Articles
And Tools

27. AUMA
Discussion / Q&A

28. AUMA
Thank-You.
Greg Weiss
Partner, CORVUS Business Advisors
(780) 428-4110 (x24)
gweiss@corvusbusinessadvisors.com