Draft Change Management
Strategy Framework and Toolkit
An Overview
TAU Workshop: Vulindlela Academy (DBSA)
12 April 2012
Presenter: Dr Patrick Sokhela
Presentation Outline
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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
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Background and context
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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
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Background and context (2)
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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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Roles and responsibilities (1)
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Key roles and responsibilities of the DPSA
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To provide an enabling framework for managing
change in the Public Service
Capacitate departments through inter alia:
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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
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Roles and responsibilities (2)
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Key roles and responsibilities of the heads of
departments (HODs)
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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
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Roles and responsibilities (3)
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The above proposal is critical in at least five respects:
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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
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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
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Roles and responsibilities (4)
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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
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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
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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
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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 18 years
However, the standards and conventions that guide
change management in the Public Service are now
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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HODs
Senior Managers
HR practitioners
Employee wellness practitioners
OD / Change management practitioners
Any public servant who finds value in using the framework
and toolkit
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Change drivers / triggers
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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)
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Change management dimensions
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Envisioning for change
Stakeholder management
Capacity for change
Developing and implementing a workable change
plan
Sustaining change
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Change framework:
Ready, Willing, Able, Sustain
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Change framework (2)
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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.
ABLE
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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 toolkit (1)
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Online diagnostic toolkit
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Welcome section
Learning about change managements
Access to change management tools
Managing change projects
Conducting of change diagnostic i.e.
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Change fitness
Complexity of change
Stakeholder
Results
Change plan / report
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Change diagnostic toolkit (2)
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Online change tools
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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
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Process going forward
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The framework to be tabled at:
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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
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THANK YOU
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