Change Management Strategy Framework

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1 Change Management Strategy Framework An enabling framework for managing change in the public service Putrajaya International Convention Centre MALAYSIA October 2014 Presenter: Dr Patrick M Sokhela (SA)

Putrajaya International Convention Centre MALAYSIA

2 Presentation Outline Background and context Strategic focus Roles and responsibilities Consultations on the framework Implementation of the framework Recommendation 2

3 Background and context (1) The main challenge identified in Chapter 13 of the National Development Plan (NDP) has been the unevenness in capacity that leads to uneven performance in local, provincial and national government This is caused by a variety of factors including tensions in the political-administrative interface, instability of the administrative leadership, skills deficits, the erosion of accountability and authority, poor organisational design and low staff morale Since 1994, there have also been many individual initiatives, but there is a tendency to jump from one quick fix or policy fad to the next 3

political-administrative interface, instability of the administrative leadership, skills deficits, the erosion of accountability and authority, poor

4 Background and context (2) The management of change in the public service thus requires a more structured and consistent approach, as opposed to reactive change which is a piecemeal response to problems as they develop The change management strategy framework therefore seeks to respond to this identified weakness, among others, by providing a structured and consistent approach to the management of change in the public service in line with the mandate of the Minister for Public Service and Administration This would ensure that change at a macro level is managed in a coherent and consistent manner 4

identified weakness, among others, by providing a structured and consistent approach to the management of change in the public service in line with

5 Strategic focus (1) In order to improve the efficacy of the public service in the implementation of its outcomes, the public service has to have the capability to better manage change Hence the enabling framework on managing change seeks to ensure that there is a common approach to change management in line departments The enabling framework requires that line departments develop a Change Management Plan when significant changes are triggered 5

managing change seeks to ensure that there is a common approach to change management in line departments The

6 Strategic focus (2) Such Change Management Plans should outline inter alia the following: What is changing and capability of the line department to successfully implement the change in terms of change leadership capability and performance capability The complexity of change in terms of the nature of change, scale of change, timeframe of change and geographical spread Consensus for change in terms of the level of support for change and possible resistance to change 6

performance capability The complexity of change in terms of the nature of change, scale of change, timeframe of

7 Strategic focus (3) The framework further requires that such Change Management Plans be managed as part of the strategic plan of a department in order to ensure monitoring and evaluation The framework also provides the migration guidelines to assist departments when developing and implementing a migration process plan. As most changes in the public service involve some form of migration, the guidelines on the migration process are provided as part of the enabling framework A migration process generally refers to a process of placing employees from a post in the old organisational structure to another post in the new organisational structure 7

As most changes in the public service involve some form of migration, the guidelines on the migration process are provided as part of the enabling framework A

8 Roles and responsibilities (1) Key roles and responsibilities of the Minister for Public Service and Administration and 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 implementation of change Issue directives/ determinations in terms of the Public Service Act, 1994 as amended on issues relating to the implementation of the framework 8

implementation of the enabling framework Conducting workshops on the enabling framework Providing the tools that support the initiation and

9 Roles and responsibilities (2) Key roles and responsibilities of the executive authorities (EAs) and 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 focusing on: Strategic focus Organisational capability People capability Change capability 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 Public Service and Administration (MPSA) 9

focusing on: Strategic focus Organisational capability People capability Change capability To ensure that such a plan forms part of the department s

10 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 10

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

11 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 enabling framework guides the development of a change management plan in order to ensure consistency in the Public Service 11

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

12 Consultations on the framework Consultations on the enabling framework took place during the 2011/12 and 2012/13 financial years All provinces were consulted All national departments were consulted The Governance & Administration Cluster Directors-General were also consulted 12

All provinces were consulted All national departments were consulted

13 Implementation of the framework Once the framework has been approved, followup workshops will be conducted with all nominated senior managers in provinces and national departments as per the Medium Term Strategic Framework priorities 13

nominated senior managers in provinces and national

14 Recommendation For noting 14

15 THANK YOU 15

Draft Change Management Strategy Framework and Toolkit. An Overview

Draft Change Management Strategy Framework and Toolkit An Overview KHAEDU DEPLOYMENT STRATEGY REVIEW COLLOQUIUM 26-27 JANUARY 2011 Presenter: Patrick Sokhela Presentation Outline Background Proposed Regulations