The new South Savo province will start operations at the beginning of 2021. The aim of the provincial and social services reform is to increase regional democracy, to curb the growth of costs and to preserve services. The reform will secure the services currently and in the future for the inhabitants of the province, as well as clarify the service structure and administration.In the reform, the provincial decision-making process and part of the state’s regional government will be transferred to one new organisation. At the same time, the provincial reform will clarify the division of labour between municipalities, provinces and the state. In Southern Savo, the settlement and provincial reform will affect approximately 141,000 provincial residents and approximately 7,000 employees. In accordance with the principles of business transfer, local authorities and associations of municipalities will take over social and health care staff and some of the employees of support services, as well as regional government employees, provincial council employees and some employees of municipalities (e.g. fire and rescue services, farm relief, etc.). This is by far the largest reorganisation of personnel in the Finnish labour market history. In order to achieve the operational and financial objectives set for the reform, it requires a change in the working culture and mindset, improved working methods and processes, and investment in high-quality customer service. The transferring employer unit shall plan a change process aimed at supporting the transferred personnel. Combining organisations is more challenging situations in human resource management, as organisations have different cultures and expertise. The change inevitably involves a change in tasks, changes in the working places and units of employees, and the change of colleagues and supervisors. Successful implementation of the reforms requires a human leadership approach, staff involvement and good change management. A change coaching programme will be launched to support the reform of the social and regional services sector. The change coaching covers the staff of approximately 7000 employees in the whole new province and aims to support the various stages of the reform, from preparation to the start of operations in the province. In due course, the change coaching would take place during the years 2019-2022. Change coaching primarily trains the immediate superiors of organisations moving to the province and strengthens their ability to change and manage change. However, the change training will affect all staff. The opportunities offered by digitalisation will also be used in a diverse way. Change coaching requires good content planning and implementation to provide accurate, up-to-date and consistent information on the progress, objectives and impacts of change. The aim of the project to be applied for is to create a framework for the training programme and to define the way in which it will be implemented. The project will plan the content of the coaching, target groups, identify the actors providing training, plan the scheduled implementation of the coaching, identify potential collaborators (e.g. educational institutions) and prepare the composition of the project/steering group. The project will result in a change coaching plan, on the basis of which the change coaching project can be carried out in 2019-2022.