Services · Sustainability

Transition Plan from “As is” to “Should be”

TRN

Develops a transition plan from current-state to target-state processes, controls, systems or policies, including milestones, dependencies and change risks.

What changes

More standardized procedures, stronger internal controls, improved compliance and reduced risk of errors or fraud.

What you get

As-is to should-be transition plan: sequencing, phasing, milestones, dependencies and change risks TRN001
Current state (“As is”) assessment report TRN002
Future state (“Should be”) design and gap analysis TRN003
Transition risk register and mitigation plan TRN004
Change management and training plan TRN005

What has to come first

NAHNeeds Assessment Report - National Head Quarters or NABNeeds Assessment Report - Branch/District Recommended

Needs assessment findings on internal controls and process gaps define what must change in the transition
SAA“As is” assessment of accounting software, including sustainability analysis Recommended

Where the target state is an accounting system or ERP, the as-is software assessment is a key current-state input

Who is involved

From the National Society's side. This is what the engagement asks of your people.

Your own staff work alongside the adviser throughout, so this is a commitment of their time as well as the Centre's. Ask in the request and you are given the day estimate per role before anything is signed.

Role	What they do
HNS Secretary General	Approves the transition plan and resourcing
HNS Finance Director	Owns the transition and sponsors the change
HNS process and department owners	Define current and future state, validate gaps
HNS IT / ERP team	System readiness, configuration and data migration
HNS staff and end users	Adopt the new processes; the training audience
HNS Board / Audit & Risk Committee	Oversight where the change affects controls
GFDC delivery team	Facilitates assessment, design and planning
ERP vendor or implementation partner	Where an ERP migration is in scope

How it is measured

Indicator	Target	Evidence
Processes optimized or migrated to the ERP / target state	% of in-scope processes	Transition tracker / migration log signed off by process owners
Transition plan approved by HNS leadership within target time of kick-off	8 weeks	Approval minutes or signed transition plan
Milestones delivered on schedule	At least 80% on time	Milestone tracker against the roadmap
Users adopting the new processes after go-live	At least 80% of trained users active within 3 months	System usage logs; post-go-live review

Tools

6 of 6 ready to download.

TRA001 Tranistion plan Tool DOCX
TRN001 As-is to should-be transition plan Template DOCX
TRN002 Current state (“As is”) assessment report Template PPTX
TRN003 Future state (“Should be”) design and gap analysis Template DOCX
TRN004 Transition risk register and mitigation plan Template XLSX
TRN005 Change management and training plan Template PPTX

Standards

COSO Internal Control - Integrated Framework
McKinsey 7S model
RACI responsibility assignment matrix
Kotter's 8-step change model

Describe the problem, not the service

You do not need to know which of the 124 to ask for.

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