Draft Change Management Strategy Framework and Toolkit

An Overview

KHAEDU DEPLOYMENT STRATEGY REVIEW COLLOQUIUM

26-27 JANUARY 2011

Presenter: Patrick Sokhela

Presentation Outline

BackgroundProposed RegulationsIntroduction to the Framework and ToolkitPurpose and ObjectivesTarget AudienceChange Framework: Ready, Willing, Able, SustainChange Diagnostic FrameworkChange ToolsPeople FrameworkProcess Going Forward

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Background

The development of the Change Management Framework and Toolkit is part of the SDOT Conceptual FrameworkThe framework development falls under the focus area of Change Management and Batho PeleDuring July 2010 a conceptual document was developed that informed the development of the Change Management Framework and ToolkitSuch a concept document was presented at the KZN Arts and Culture Learning Network, Batho Pele Forum and internally at DPSA.

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Background Cont…

The areas covered by the conceptual document are the following:

Introduction to change managementApproaches to change managementTypes of changesA framework for managing change

Triggers for changePreparing for change (change readiness)Implementing change

Why change management programmes failConclusion

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Proposed Regulations

Subsequently the following draft regulations on change management were submitted to our Legal Services in October 2010 (Also informed by the concept document):

a. An executive authority shall prepare a change management plan when significant transitional and transformational changes are introduced.

b. Such a plan shall form part of the strategic plan and shall comply with the Change Management Strategy Framework approved by the Minister.

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Introduction to the Framework and ToolkitThe South African Public Service has undergone fundamental changes over the past 16 yearsStandards and conventions that guide change management in the Public Service are requiredThe Change Management Framework provides:

The necessary guidelines to establish best practice for change managementA customised approach to change depending on where the organization is (life cycle) and what is required

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The Purpose and Objectives of the FrameworkPurpose

To ensure a shared and consistent approach to change management in the public sector that can be customised to specific circumstances

ObjectivesEstablish best practice in change management across all three spheres of governmentEmpower and enable management in government to manage change effectively

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Target Audience

The framework is intended to be used by:

Project Managers that are responsible for the large-scale transformation projects in the public sector

Change Management project stream leads that are responsible for the effective enablement of public sector leaders, managers and staff, and, the efficient implementation of change plans

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Change Framework: Ready, Willing, Able, Sustain

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Change Framework Cont…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.

WILLINGAn 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.

ABLEAn 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.

SUSTAINAn 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.

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Change Diagnostic Framework

Each phase of change is characterised by a unique set of conditions, performance challenges and barriers to changeThe approach to execute effective change will require different leadership, different initiatives and different tactics to address the unique challenges of each realityDiagnosis entails the understanding of each phase, what is expected of employees, management, leadership and what the organisation needs to do to exit each phase

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Change Tools

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Effective change management

is characterised by the use of right tools at the right time for the right stakeholders to 

enable navigation through change

and to overcome challenges and barriers to change.

People Framework

Successful change is created through the 3 people networks within the organisation. Their distinct focus and role in the change is critical to success.The Leadership network creates the vision, agenda and timeframe for change. As sponsors of the change programme they mobilise and engage people, partners and resources for a successful outcome;The Management network drives the change: they translate, action and ensure compliance to the change agenda; apply resources; and, communicate the programme, enable capability building and embed the change;The staff network enlists support for the change through local influence; champion the future and allay concerns; support capability building; use local knowledge to collaborate for success.

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People Framework Cont…

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Process Going Forward

Detailed Framework and Toolkit in the process of being finalised for approval by the MinisterDetailed Framework and Toolkit to be roll-out over a three year period beginning from April 2011A communiqué to be sent to all national and provincial departments to nominate individuals to be work shopped on the frameworkPalama to be approached to review their change management module to align it with the framework

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THANK YOU

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