Draft Change Management
Strategy Framework and Toolkit
An Overview
KHAEDU DEPLOYMENT STRATEGY REVIEW COLLOQUIUM
26-27 JANUARY 2011
Presenter: Patrick Sokhela
Presentation Outline
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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
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Background
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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.
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Background Cont…
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The areas covered by the conceptual document
are the following:
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Introduction to change management
Approaches to change management
Types of changes
A framework for managing change
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Triggers for change
Preparing for change (change readiness)
Implementing change
Why change management programmes fail
Conclusion
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Proposed Regulations
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Subsequently the following draft regulations on
change management were submitted to our
Legal Services in October 2010 (Also informed
by the concept document):
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a. An executive authority shall prepare a change
management plan when significant transitional and
transformational changes are introduced.
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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
Toolkit
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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:
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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
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The Purpose and Objectives of the
Framework
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Purpose
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To ensure a shared and consistent approach to change
management in the public sector that can be customised
to specific circumstances
Objectives
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Establish best practice in change management across all
three spheres of government
Empower and enable management in government to
manage change effectively
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Target Audience
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The framework is intended to be used by:
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Project Managers that are responsible for the large-scale
transformation projects in the public sector
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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…
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READY
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An organisation is ready when:
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There is an understanding of the rationale for the change, what is required to make it work and a
readiness to change;
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The necessary structures, systems, frameworks, policies and procedures are in place to support
effective and efficient functioning.
WILLING
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An organisation is willing when:
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Employees (especially managers) are engaged and mobilised in support of the change and are
inspired to try their best;
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The necessary collaborative partnerships are in place and functioning effectively.
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An organisation is able when:
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Employees (and managers, in particular) have the competencies (knowledge, skills and attributes)
to change and drive successful implementation of the change.
SUSTAIN
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An organisation can sustain performance when:
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There is a high level of alignment between internal effectiveness and positive impact on the
organisation’s external environment;
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An adaptive culture and organisational architecture drive continuous learning, change and
innovation.
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Change Diagnostic Framework
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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
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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.
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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.
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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
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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
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THANK YOU
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