Change Management (Level 2)

Question 1

How have you identified requirements for change?

Answer 1

By analysing financial, operational, and workforce drivers (e.g. RAAC closures in Worcester).

I combined stakeholder engagement with Force Field Analysis and benchmarking against GPA standards to surface where estate solutions no longer met business needs

Question 2

How have you developed a strategy for change within an organisation?

Answer 2

At Worcester, I developed a strategy for change by first identifying the drivers — RAAC closures, lease events, and low utilisation.

I applied Force Field Analysis to assess enablers and barriers, then engaged senior leaders and operational teams through workshops to define service delivery needs.

I tested estate interventions (downsizing, relocation, hybrid hubs) against strategic criteria — financial viability, workforce impact, and long-term flexibility.

Through this iterative process, and by aligning with Defra’s strategic objectives, I developed a strategy that balanced cost constraints with sustainable workforce solutions.”

Question 3

How have you developed a strategy for change within an organisation?

Answer 3

Worcester: RAAC closures triggered estate review.

Applied Lewin’s 3-Stage Model to move from “unfreeze” to new hub model.

Used Force Field Analysis to weigh drivers (safety, cost, efficiency) vs restrainers (budget, staff disruption).

Engaged senior leadership and operational teams via workshops to define service needs.

Tested interventions (downsizing, relocation, hybrid hubs) against financial and operational criteria.

Produced a strategy balancing cost efficiency, long-term flexibility, and workforce needs.

Question 4

How have you carried out an option appraisal in respect of change strategies?

Answer 4

Worcester: compared options following RAAC closures.

Options:

 “Do Nothing” (retain reduced County Hall space).

 Relocation to a new Worcester hub.

 Hybrid/shared workspace models.

Applied HM Treasury Green Book appraisal.

Tested each option for desirability, viability, and feasibility (D/V/F).

Used structured scoring and stakeholder feedback to evaluate trade-offs.

Recommended hybrid hub as most resilient and value-for-money solution.

Question 5

How have you undertaken a change impact assessment?

Answer 5

Cumbria: assessed effect of office modernisation.

Collected pre/post data: attendance figures, workforce satisfaction surveys, and operational feedback.

Rated impacts as high/medium/low across staff groups.

Findings: modernisation improved engagement and satisfaction, but attendance remained largely static.

Lesson: estate improvements alone don’t shift attendance — culture and policy also matter.

Question 6

How have you produced communications and stakeholder engagement plans?

Answer 6

Worcester: followed RICS/APM stakeholder guidance.

Mapped stakeholders using influence/interest grid.

Tailored communications by audience:

Board updates for senior leadership.

Workshops for operational teams.

Regular bulletins for staff networks.

Ensured consistent, transparent messaging.

Outcome: reduced resistance, stronger trust in decision-making process.

Question 7

How have you undertaken stakeholder analysis?

Answer 7

Worcester: identified groups across leadership, operations, unions, and staff networks.

Applied influence/interest grid to map priorities.

Leadership = high influence, staff = high interest, unions = both.

Consulted widely through structured workshops and 1:1 engagement.

Analysis ensured the strategy reflected both business priorities and workforce needs.

Question 8

How have you identified appropriate interventions?

Answer 8

Interventions developed by aligning service delivery needs with stakeholder input.

Applied Theory of Change principles to map desired long-term outcomes (cost reduction, flexibility, hybrid working).

Options identified: downsizing, relocation, shared/hybrid workspace.

Linked each intervention to financial drivers, operational needs, and cultural fit.

Outcome: evidence-based shortlist of interventions tested through appraisal.

Question 9

How have you project managed the implementation of a change programme?

Answer 9

Used structured project management:

 Milestones, RAG reporting, and risk registers.

 Clear governance with escalation routes.

Example: Design Governance initiative.

Piloted a tiered assurance model on early refurbishments.

Proved design standards could be embedded without delaying delivery.

Secured senior leadership agreement to roll out model across projects.

Question 10

How have you addressed and assessed risks presented by change?

Answer 10

Worcester: identified risks including:

Operational disruption from office closures.

 Workforce disengagement from uncertainty.

 Financial risks from relocation/fit-out costs.

Applied a risk register and scored likelihood/impact.

Mitigation: phased engagement, contingency planning, and flexible estate options.

Result: estate strategy delivered while maintaining service continuity and budget control.

Question 11

How have you evaluated the success of an organisational change project?

Answer 11

Cumbria: conducted post-implementation review using PDSA cycle (Plan, Do, Study, Act).

Measured outcomes:

 Workforce satisfaction (via surveys).

 Engagement levels (qualitative feedback).

 Attendance/utilisation (hard data).

Findings: satisfaction improved; attendance largely unchanged.

Lesson: need to combine estate investment with cultural/operational initiatives for lasting change.

Question 12

Worcester – how did you map stakeholders?

Answer 12

Used influence/interest grid.

Senior leadership = high influence.

Staff = high interest.

Unions = both.

Guided proportionate engagement approach.

Question 13

Worcester - What analysis techniques did you adopt during this exercise?

Answer 13

Force Field Analysis (drivers vs restrainers).

Green Book option appraisal (D/V/F).

Stakeholder mapping (influence/interest grid).

Together ensured robust, evidence-led recommendations.

Question 14

Tell me how you undertook change management during this exercise?

Answer 14

Applied Kotter’s 8-Step Model:

 Urgency = RAAC risk.

 Coalition = senior leadership.

 Vision = hybrid hub model.

 Communicated and reinforced through workshops + updates.

Result: aligned stakeholders and reduced resistance.

Question 15

Cumbria - Tell me about a time when you have reviewed post-implementation outcomes?
What lessons did you learn?

Answer 15

Cumbria: reviewed outcomes after office modernisation.

Methods: surveys, feedback, utilisation data.

Findings: satisfaction/engagement ↑; attendance static.

Lessons:

Estate upgrades alone don’t shift behaviour.

Modernisation = satisfaction, not attendance.

Attendance driven more by culture, hybrid policy, and management behaviour.

Change must blend physical + cultural levers.

Question 16

Cumbria - How did you apply lessons learned to future strategic planning?

Answer 16

Used lessons in Worcester + North East reviews.

Strategies combined estate change with hybrid working and workforce engagement.

Question 17

Cumbria – what was office attendance like before and after the works?

Answer 17

Pre-works: low-moderate attendance.

Post-works: little change in numbers.

Key outcome = ↑ satisfaction and engagement, not attendance.

Question 18

Cumbria - How did you assess whether employee engagement increased as a result of the works?

Answer 18

Conducted surveys + feedback sessions.

Cross-checked with utilisation data.

Result: positive shift in workplace satisfaction and engagement metrics.

Question 19

Cumbria - How did your findings help with future estate planning?

Answer 19

Showed estate investment alone ≠ attendance gains.

Future planning integrated cultural, operational, and estate measures.

Informed Defra’s approach to regional hubs and hybrid strategies.