Draft Change Management Strategy Framework and Toolkit An Overview

1. Draft Change Management Strategy Framework and ToolkitAn Overview TAU Workshop: Vulindlela Academy (DBSA) 12 April 2012 Presenter: Dr Patrick Sokhela

2. Presentation Outline • Background and context • Roles and responsibilities • Introduction to the framework and toolkit • Purpose and objectives • Target audience • Change triggers • Change management dimensions • Assessment of change progress • Change framework: ready, willing, able, sustain • Online change toolkit • Welcome / Learn / Tools / Change Projects • Process going forward

3. Background and context • The development of the Change Management Framework and Toolkit is part of the SDOT Conceptual Framework • The development of the Change Management Framework falls under the focus area of Change Management and Batho Pele • During July 2010 a conceptual document was developed that informed the development of the Change Management Framework and Toolkit • Such a concept document was presented at the KZN Arts and Culture Learning Network, Batho Pele Forum and internally at SDOT

4. Background and context (2) • The areas covered by the conceptual document are the following: • Introduction to change management • Approaches to change management • Types of changes • A framework for managing change • Triggers for change • Preparing for change (change readiness) • Implementing change • Why change management programmes fail • Conclusion

5. Roles and responsibilities (1) • Key roles and responsibilities of the DPSA • To provide an enabling framework for managing change in the Public Service • Capacitate departments through inter alia: • Providing support and advice on the implementation of the enabling framework • Conducting workshops on the enabling framework • Providing the tools that support the initiation and implementations of change • Issue directives / determinations in terms of the Public Service Act, 2007 on issues relating to the implementation of the enabling change management framework

6. Roles and responsibilities (2) • Key roles and responsibilities of the heads of departments (HODs) • To familiarise themselves with the enabling framework • To prepare a change management plan when significant transitional and transformational changes are introduced • To ensure that such a plan forms part of the department’s strategic plan and that it complies with the Change Management Strategy Framework approved by the Minister for the Public Service and Administration

7. Roles and responsibilities (3) • The above proposal is critical in at least five respects: • Firstly, it places the responsibility and accountability for managing change where it belongs, namely with the executive authority who is the political head and the executive authority of a particular department in the Public Service • Secondly, it ensures that the triggers of change, the nature of change and the magnitude of change, whether it is transitional or transformational in nature, are determined beforehand in order to ensure that the proposed interventions are proportionate to the nature of the changes required

8. Roles and responsibilities (4) • Thirdly, it ensures that once an analysis has been undertaken and the nature and magnitude of the changes is known, what has to be done (intervention) is captured in the form of a change management plan as part of the strategic planning process • Fourthly, since the strategic planning/management process is the responsibility of the top leadership in the departments, developing a change management plan as part of the strategic plan will ensure that the ownership of such a plan remains the responsibility of the top leadership in a department and • Fifthly, it ensures that the draft Change Management Strategy Framework guides the development of a change management plan in order to ensure consistency in the Public Service

9. Introduction to the framework and toolkit • The South African Public Service has undergone fundamental changes over the past 18 years • However, the standards and conventions that guide change management in the Public Service are now required • The Change Management Framework provides: • The necessary guidelines to establish best practice for change management • A customised approach to change depending on where the organization is (life cycle) and what is required

10. The purpose and objectives of the framework • Purpose • To ensure a shared and consistent approach to change management in the public sector that can be customised to specific circumstances • Objectives • Establish best practice in change management across all three spheres of government • Empower and enable management in government to manage change effectively

11. Target audience • The framework is intended to be used by: • HODs • Senior Managers • HR practitioners • Employee wellness practitioners • OD / Change management practitioners • Any public servant who finds value in using the framework and toolkit

12. Change drivers / triggers • Leadership and strategy • Organisation architecture • Resource deployment / economics • Human capital • Policy regulation • Citizens / services • Functions shift • Combination of some or all of the above • Migrations guidelines (Annexure A)

13. Change management dimensions • Envisioning for change • Stakeholder management • Capacity for change • Developing and implementing a workable change plan • Sustaining change

14. Change framework:Ready, Willing, Able, Sustain

15. Change framework (2) • READY • An organisation is ready when: • There is an understanding of the rationale for the change, what is required to make it work and a readiness to change; • The necessary structures, systems, frameworks, policies and procedures are in place to support effective and efficient functioning. • WILLING • An organisation is willing when: • Employees (especially managers) are engaged and mobilised in support of the change and are inspired to try their best; • The necessary collaborative partnerships are in place and functioning effectively. • ABLE • An organisation is able when: • Employees (and managers, in particular) have the competencies (knowledge, skills and attributes) to change and drive successful implementation of the change. • SUSTAIN • An organisation can sustain performance when: • There is a high level of alignment between internal effectiveness and positive impact on the organisation’s external environment; • An adaptive culture and organisational architecture drive continuous learning, change and innovation.

16. Change diagnostic toolkit (1) • Online diagnostic toolkit • Welcome section • Learning about change managements • Access to change management tools • Managing change projects • Conducting of change diagnostic i.e. • Change fitness • Complexity of change • Stakeholder • Results • Change plan / report

17. Change diagnostic toolkit (2) • Online change tools • Stakeholder management • Change project communication • Journey management • Leadership visibility and engagement • Change networks / training change agents • Building a new culture • Change project planning – link to TAU website • Change project governance – link to TAU website • Managing employee relations • Change project risks and impact – link to TAU website

18. Process going forward • The framework to be tabled at: • G&A Working Session – 19 April 2012 • G&A Cluster – 3 May 2012 • Minister for approval by 10 May 2012 • Cabinet for noting by 31 May 2012 • The framework and toolkit to be roll-out over a three year period from 2012/2013 financial year

19. THANK YOU