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 Introduction to the Framework and Toolkit Purpose and Objectives Target Audience Change Framework: Ready, Willing, Able, Sustain Change Diagnostic Framework Change Tools People Framework Process Going Forward 2
Background The development of the Change Management Framework and Toolkit is part of the SDOT Conceptual Framework The framework development 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 DPSA. 3
Background Cont 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 4
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. 5
Introduction to the Framework and Toolkit The South African Public Service has undergone fundamental changes over the past 16 years Standards and conventions that guide change management in the Public Service are 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 6
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 7
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 8
Change Framework: Ready, Willing, Able, Sustain 9
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. 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: SUSTAIN Employees (and managers, in particular) have the competencies (knowledge, skills and attributes) to change and drive successful implementation of the change. 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. 10
Change Diagnostic Framework Each phase of change is characterised by a unique set of conditions, performance challenges and barriers to change The approach to execute effective change will require different leadership, different initiatives and different tactics to address the unique challenges of each reality Diagnosis entails the understanding of each phase, what is expected of employees, management, leadership and what the organisation needs to do to exit each phase 11
Change Tools 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. 12
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. 13
People Framework Cont 14
Process Going Forward Detailed Framework and Toolkit in the process of being finalised for approval by the Minister Detailed Framework and Toolkit to be roll-out over a three year period beginning from April 2011 A communiqué to be sent to all national and provincial departments to nominate individuals to be work shopped on the framework Palama to be approached to review their change management module to align it with the framework 15
THANK YOU 16