Urwick Management Consultants

Change Management Development Programme - Revenue Authority

gordon
16 January 2010
Country: 
Uganda
Participating group members: 

Gordon Gullan - Change & management development expert, mentor for change agents, James Mitchell - Facilitation & trainer skills expert

Period: 
2008 (3 months)

UK’s DFID is funding a six-year Transformation Programme to restructure the Uganda Revenue Authority (URA) to a modern revenue entity. PricewaterhouseCoopers (PwC) was DFID’s fund manager and, as an adjunct to the overall Transformation Programme, contracted Gordon Gullan and James Mitchell to prepare and deliver the Change Management Development Programme to the entire management of URA. This also included training of selected staff as trainers to sustain the programme to the remainder of URA’s staff.

The change management programme project involved the following tasks:

  • Diagnostic interviews with Commissioner General and selected senior managers,
  • Design of highly intensive 2.5 day interactive Change Management Programme (CMP) for entire top management team, based on Modernisation strategy and key concepts of Kyoto Convention,
  • Adaptation and orientation of executive CMP for middle management,
  • Design & preparation of all training materials including Manual,
  • Delivery of two Executive CMP programmes (attended by 28 executive managers with Commissioner-General in a special supporting role during each),
  • Delivery of 6 Middle MDP programmes (attended by all 120 middle managers)
  • Adaptation of MDP for supervising officers, together with a delivery strategy to roll out the change programme for the remainder of the staff,
  • Development and delivery of a “train the trainers” programme to develop 8 selected managers as change trainers for delivery of the change programme to remaining staff,
  • Delivery of first supervisor CMP, observed by all change trainers, followed by supervision of second programme delivered by one team of 3 trainers,
  • Mentoring and coaching of tutors during preparation for delivery of the change programme for Supervisors (a cascade methodology planned for 15 programme iterations)
  • Each programme was completed with individual action plans with realistic and measurable target outcomes to be monitored by the Commissioner-General and her Management Executive Committee.
  • Review of all CMP evaluations for report back to Commissioner-General and also as presentation to the Management Executive Committee.