1 

PROCESS EVALUATION – GENERAL GUIDANCE

CHANGE MANAGEMENT

What is change management?

Change management is the discipline that guides how organizations prepare, equip their staff and 

stakeholders, and support these individuals to successfully adopt needed changes in key aspects of their 

business process in order to drive organizational success and outcomes.

Source: Prosci: https://www.prosci.com/change-management/what-is-change-management

Why does your nutrition program need a change management strategy?

Change is important for any organization because, without change, your nutrition program would likely 

lose your competitive edge, not embrace new technologies and ways of doing business, fall out of step 

with the changing business environment and 

ultimately fail to meet the needs of the seniors 

and stakeholders you serve. All nutrition 

programs must proactively adopt change in 

order to ensure organizational success, viability 

and sustainability.

What kinds of change management strategies 

could you use for your program?

There are many ways to shepherd an organization through the changes it will face over its lifecycle as a 

business such as the following five main approaches. 

1. Directive: This strategy highlights the manager's right to manage change and the use of authority to 

impose change with little or no involvement of other people. 

2. Expert: This approach sees the management of change as a problem-solving process that needs to 

be resolved by an 'expert'. Typically, experts external to the organization are brought in to facilitate and 

direct the changes made.

3. Negotiated: This approach highlights the willingness on the part of senior managers to negotiate and 

bargain in order to effect change. In this scenario, the leadership must also accept that adjustments and 

concessions may need to be made in order to implement change. 

4. Educative: This approach involves changing people's values and beliefs, 'winning hearts and minds', 

in order for them to fully support the changes being made and move toward the development of a 

shared set of organizational values that individuals are willing, and able to support . Using this approach, 

a mixture of activities will be used; persuasion; education; training and selection, led by consultants, 

specialists and in−house experts. 
2 

5. Participative: This strategy is characterized by the full involvement of all of those involved, and

affected by, the anticipated changes. Although driven by the organizational leadership, the process will

be less management-dominated and driven more by groups or individuals within the organization. The

views of all will be taken into account before changes are made. Outside consultants and experts can be

used to facilitate the process but they will not make any decisions as to the outcomes.

Any one strategy or a mixture of strategies will work for your nutrition program. However it is clear that 

each of these has pros and cons that could the affect the outcome of the changes you are seeking to 

apply.

Pros and Cons

Strategy Advantages Disadvantages

Directive Relatively fast Ignores the view of those 

affected by the change

Expert Use relevant expertise

Small groups required

Relatively fast to 

implement

Experts may be challenged

Resistance of those not 

consulted

Negotiated Change recipient have 

some say

Resistance to change likely 

to be reduced (or areas of 

disagreement highlighted)

May be relatively slow

Anticipated change may have 

to be modified

Educative People committed to 

change

Relatively slow

Likely to require more 

resources and more costs 

involved

Participative Change more likely to be 

accepted 

More people committed 

to change

Relatively slow to implement

More complex to manage

Will require more resources

Increased costs

It is important to be fully cognizant of each strategy’s pros and cons when selecting the strategy or

strategies that you wish to apply when designing the change management process for your nutrition

program.

Source: Wessex Education Shared Services Ltd Available at:

https://www.slideshare.net/AoCinfo/wessex-education-shared-services-change-toolkit

How does change occur in organizations?

Successful change in organizations that leads to overall improvements in performance is driven mainly

by each individual within the organization – starting with the organization’s leadership, its internal

culture, and the behaviors or day to day choices of each individual or group in the organization. When

these factors are all aligned with the change in question, and sufficiently resourced, better performance 

by the organization impacts its ability to deliver on its stated mission, to execute the its enterprise
3 

strategy through leveraging the structure, processes and systems to accomplish the stated change and

document impact on the target population(s).

Source: An overall approach to change management. Available at: 

https://www.strategyand.pwc.com/gx/en/insights/archive/an-overall-approach-change-management/

strategyand-an-overall-approach-to-change-management.pdf

Why is understanding my program’s degree of change readiness so important? 

Understanding an organization’s readiness for change involves an analysis of the preparedness of the 

conditions, attitudes and resources needed for the change to happen successfully. The greater the 

complexity of the proposed change, the greater the importance of understanding where in the system 

there is readiness for change. 

Wha•t arCeatphace cityomponent – do we hs oavf e the s organizationa taff we nl reedeadiness? ?

• Capability – do we have the skills we need?

• Energy/enthusiasm for change – what is the appetite for the new, different and maybe difficult?

• Progress – are we moving forward, are we future ready, are we successful?

What does organizational culture have to do with it?

Because culture matters! ‘Culture eats strategy for breakfast’ - this phrase, famously attributed to Peter 

Drucker, a well-known management consultant, educator, and author – alludes to the notion that a sole 

focus on the how of doing business (the strategy) often comes at the expense of success. Every 

organization needs the right conditions internally to be in place in order to then support any change to 

the ways in which an organization does its work.

How can you understand the change readiness of your program?

A simple approach to evaluating your organization is to use the following matrix to compare and 

contrast three key dimensions of change (attitudes, conditions and resources) across three important 

aspects of your organization – the larger environment that it resides within (your local business 

community, competitors, policies, trends, etc), the internal environment to the organization (its culture, 

policies, governance and resources), and the individuals that will be working to implement the planned

changes (staff roles and responsibilities, capabilities, knowledge and skills).

Level

Dimension

Institutional/enabling 

external environment

Organization/enabling 

internal environment

Individual-level factors

Attitudes i.e., statewide

transition to managed

care – increasing

interest address social

determinants of health

i.e., culture of

continuous

improvement

i.e., older volunteer

drivers resistant to

change

Conditions i.e., healthcare seeking

partnership with CBOs

i.e., establishment of

state of the art IT

infrastructure

i.e., influx of volunteers

seeking opportunities

to support
4 

organization’s 

population health 

management vision

Resources i.e., local foundation 

offers grant funds to 

seed care 

coordination 

partnership between 

healthcare entities and 

CBOs

i.e., budget surplus i.e., veteran client 

assessor on staff 

seeking to expand role

How can your program manage staff resistance to change?

With any of the change management strategies selected, resistance by some individuals or groups to the 

proposed change is inevitable. 

However there are ways in which resistance can be addressed. See the table below.

Tips for Success

• Socialize the idea/change approach with staff, volunteers and Board members

• Constant communication with and engagement of stakeholders

• Words of affirmation – encouragement of key stakeholders. Change is hard.

• Frequent check-ins – taking the temperature of stakeholders. How is it going? What do they 

need to be successful?

• Be sensitive to how staff prefer to be managed, what they find motivating, and how best to 

support them through changes in business process

• Identify fears and concerns proactively and providing the necessary steps to addressing them 

• Encourage honest and constructive feedback from stakeholders

• Identify and reiterate the opportunity the change offers for improvements in the business at all 

levels –to the staff, leadership, clients, board members, volunteers, etc. 

You are ready to change your organization’s business practice around Client Change of Condition and 

care coordination. Now what?
5 

Practice Application Exercise: Steps to Change Management

1. Define the Change

Together with your core leadership team, identify the changes to your current business process that will 

need to be made for your organization to fully adapt this Client Change of Condition protocol.

2. Manage / Identify the Impact of the Change – who’s impacted, how large is the impact 

Be clear as you map out the nature of the change to the ways in which your organization manages and 

attends to client nutrition and social needs, which staff members will be involved in the Client Change of 

Condition protocol, how the nature of their work will change, what the anticipated reaction to these 

changes will be, and how your leadership team will collaborate to address their concerns and provide 

the needed resources to mitigate these changes.

3. Activating the leadership

Working with your leadership team, discuss how you will engage all the members of your delivery team 

– when they will need to know information, how and how much. Agree on what the messages need to 

be considering the change management section above. 

4. Train right people at the right time and ensure they have the needed supports

Develop a plan with your leadership team on the training that will be needed to implement the Client 

Changes of Condition – those noted in this resource guide and any additional training that will be 

needed to ensure that your meal delivery staff have all the information they need to know to be 

successful.

5. Prepare for the Impact

Identify ways in which your meal delivery and leadership team staff members can report back to you 

any difficulties or challenges they are having as the Client Change of Condition protocol is rolled out – 

both feedback that is offered anonymously and feedback for which the authorship is clear. 

Source: BUILD Consulting. Change management webinar. https://thisisbuild.com/video-successfulnonprofit-technology-change-management/

PROJECT MANAGEMENT

What is project management? What does it involve?
6 

Project management involves the discipline of planning and organizing a project and its resources. In 

general, project management is comprised of 

four main elements: 

• Needs assessment/Planning

• Executing

• Monitoring and controlling

• Closing

Needs Assessment and Planning

Planning is really about defining fundamentals: what problem needs solving, who will be involved, and 

what will be done. Identify what the ‘problem’ is that the business practice change is being 

implemented to address. Sometimes this is not always oblivious. Then, identify who all the stakeholders 

are. This is often an iterative process to identify all those who will affected by the change that is being 

implemented, those who will contribute resources (people, space, time, tools, and money), and those 

who will use and benefit from the project’s output. This phase of project planning also involves 

determining the goals and objectives of the project. Lastly, it is key to determine scope, and using this, 

estimate the resources, and major tasks (workstreams) that will ensure the change is successfully 

implemented.

Monitoring and controlling

This phase of project management involves managing organizational resources to ensure that the 

needed work is done efficiently and effectively, ensuring that project stays on target with regard to the 

scope and previously agreed upon goals. Chief among the key tasks for this phases of work include 

monitoring and controlling project processes and budget, meeting frequently to review how the project 

is being implemented, reporting on ongoing progress and the achievement of project milestones, and 

managing and addressing problems should they arise and.

Executing

This phase of the project involves action – translating the project plans into day to day realities for your 

nutrition program. Key activities that characterize this phase of project management include assembling 

your team, creating work plans and budgets base done on the project planning activities completed 

earlier, and ensure that the necessary organizational resources are available to advance the project. 

Sufficient resources are needed to support cost centers such as personnel, travel, training, supplies, 

space, research, capital expenditures, and overhead costs.

Closing 

In this phase, the activities advanced over 

the course of the project will need to be 

brought to a close. This means ensuring 

that the project outcomes align with 

initially stated goals and objectives, and 

meet the need of all project stakeholders. 

In addition, it will be important to evaluate 
7 

the performance of those involved in the project, clarify ownership of project deliverables, a plan for 

disseminating the learnings gained, and decisions about sustaining or terminating the project activities 

initiated. 

COMMUNICATIONS

How and why do organizations communicate? What kinds of communications are there?

Good communication is essential to every organization and facilitates their ability to sell their services to 

customers, engage and maintain strong relationships with funders, clients and customers. 

Internal Communications

This refers to the transmission of messages, facts, opinions, etc between the members of an 

organization or various units of the organization, for business purposes. Internal Communications work 

to establish and disseminate the objectives of your organization, and how the organization is functioning 

relative to the external business environment and in relation to its mission and strategic objectives. 

Ultimately, these communications can be useful training and engaging staff, Board members, 

volunteers, and leadership within the organization, and 

can also serve to motivate them to put their best foot 

forward within their roles. Internal communications can 

be either formal or informal in nature. Internal 

communications include: staff memos or emails, notices 

hung in public spaces, agenda and meeting minutes, staff 

meeting presentations and seminars, company manuals 

and policies, internal company social media messages, 

etc. 

External Communications 

External communications are chiefly for the purpose of sharing information between your organization 

and those external to it, including your clients, supplies, funders, the community at large, government 

agencies, the general public, etc. This type of 

communication is formal and largely 

documented. Its main goal is to assist your 

organization in maintaining good relationships 

with stakeholders and maintaining a good 

public image. Types of external communications 

include: press releases, annual reports, social 

and traditional media products, etc.

What kinds of communications could your organization leverage?

Internal

• Staff newsletters

• Staff meetings and trainings

• Volunteer meetings and trainings
8 

• Company manuals and policies 

• Presentations to the Board of Directors

External

• Press releases

• Social and traditional media

• Presentations at conferences and meetings

• Company website

• White papers and reports

• Annual report

Key Audiences for Communications

Internal

• Program leaders

• Board members

• Volunteers/drivers

External

• Area Agency on Aging 

• Healthcare community – potential or current stakeholders – 

ACOs, health insurers

• Local newspapers

• Funders – United Way, foundations, banks, etc

• Chambers of Commerce

• Clients

• Local health and aging network associations – area agencies on aging, dietetic, nursing and 

social work)

What kinds of stakeholders do you collaborate with now?

Which stakeholders does your program currently engage to support your program’s ability to meet the 

nutrition and social needs? Periodic review of these organizations is helpful to identify relationships that 

should continue to be nurtured, those that you may need to re-engagement with, gaps in your 

stakeholder community mix and opportunities that you can pursue to strengthen and grow your 

partnership community. 

These stakeholders may include: 

• Board of Directors

• Your organization’s leadership team

• Families

• Hospitals and health systems

• Healthcare professionals – nurses, social workers, care managers, physicians, etc

• Transportation

• Local physician groups, ACOs, PCMHs

• Law enforcement / Adult Protective Services

• Home re-modification programs
9 

• Committees that you serve on – board service, civic groups, etc.

• Funders

• Others: __________________________________________________________

As you review this list, consider the following:

1. Which of these needs to know your adoption of the Client Change of Condition protocol? 

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

2. For whom do you currently, or could you in future, partner with to meet client needs?

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

3. For those you partner with at present, how and when would you want to raise awareness of your 

efforts? Which external communication tools would you use?

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

Timing of Communications – Engagement and Messaging Opportunities

There are some stakeholders that it would make sense for you to engage at different time points as you 

consider establishing a Client Centered Change of Condition protocol. For some stakeholders, it would 

be important to engage them early in your process, and other can be engaged at a later date.

Given the relevance the Client Change of Condition protocol has for healthcare entities, it would be 

important to engage them early in the process. Working together with healthcare payors and providers, 

you would be able identify their interest in the protocol, the types of data you would be able to identify 

and what opportunities for collaboration such an initiative can foster for your respective organizations.

Here are possible questions to guide your conversation:

• What kinds of information on client needs would be of value to your organization?

• How are high need individuals flagged or identified by your organization?

• How would your staff welcome receiving information on changes in client health and wellness?

• How can our organizations better collaborate to address both the medical and non-medical 

needs of the clients we both support in the community? 

• What requirements for information sharing does our organization need to be aware of?

Here are some sample communications tools that you can use:

• Sample press release [links to be added]

• Social Media Toolkit [links to be added]

• Local Media Toolkit [links to be added]
10

If you want more general information, consider this resources:

• Strategic communications for nonprofits – available at: 

https://exed.annenberg.usc.edu/sites/default/files/Strategic-Communication-forNonprofits1.pdf

• Cause marketing – available at: http://causecommunications.org/
11

RECORD KEEPING

What is record keeping?

The activity of organizing and storing all the documents, files, invoices, etc. relating to a company's or 

organization's activities. This is the essential work of every business to maintain and manage the 

artifacts of its work. This is particularly important for nonprofit organizations and governmental agencies 

to ensure that they are keeping records in accordance with legal and fiduciary mandates and in such as 

ways to maintain the public trust.

Records are the memory of a business or business process. They document the information needed for 

complying with regulations, and the transactions of an organization. Records can have legal, 

administrative or historical value to your organization.

Records Suggested for the Client Change of Condition Protocol

• Technology Usage Policies

• Care Coordination Protocols

Issue Logs – larger subject

Any issues that come up – staffing, business processes, hardware, injury reporting, software, etc.

Issue Type 

and Phase

Date 

Logged

Change 

Recommended

Action Steps 

to take

Who is 

responsible?

Action(s) 

Taken – 

type and 

date

Deadline 

to 

complete

I.e., Staff 

resistance

to mobile 

technology

March 12, 

2018

Additional 

mobile device 

training

Reserve 

room for 

training April 

3, 2018

Samantha Room 

reserved: 

March 16, 

2018

April 1, 

2018

No space 

for staff to 

complete 

data 

uploads 

following 

return to 

site

March 15, 

2018

Create space in 

breakroom for 

meal delivery 

staff

Create 

workpace – 

add office 

chairs, one 

desk with 

charging 

stations for 

mobile 

devices

Suzanne Chairs on 

order – 

March 27, 

2018

March 30, 

2018

Etc

Software Error Logs – subset of issue logging

An error or issue log is an information management tool that your program can use to track of issues 

that arise during the adoption of the Client Change of Condition. Using a tracking system such as this, 

you will be able to set priorities, documents the status of varies stages of planning and implementation 

phase of your efforts, start and close dates, and which of your team members is assign which areas of 

responsibility in your project plan.

Specific to technology
12

Error Type Date 

Logged

Change 

Recommended

Implications 

of change 

+/- 

Action Steps 

to take

Who is 

responsible?

Action(s) 

Taken – 

type and 

date

Deadline 

to 

complete

Pull down 

menu to 

select 

client type 

(custom 

menu) 

alert not 

functional.

March 22, 

2018

Update / fix the 

pull down menu

Restores 

ability to log 

client 

information

Reach out to 

Greg with 

info on error, 

screen shot 

of message 

and location 

within app

Jonathan Email sent 

to Greg 

Prosser 

March 24, 

2018

March

March 30 

2018

Graphical 

user 

interface 

needs 

work

March 27, 

2018

Needs to be 

more userfriendly 

Drivers will 

have an 

easier time 

using the 

application

Reach out to 

Greg with 

info on user 

design needs 

for interface

Jose Email sent 

to Greg on 

March 28, 

2018

April 6, 

2018

Etc

Additional Record Keeping Resources:

• Online template https://www.stakeholdermap.com/project-templates/issue-log.html

• Issue tracker http://www.projectmanagementdocs.com/project-documents/issue-log.html

• Microsoft templates: https://www.stakeholdermap.com/project-templates/issue-log.html