DEPARTMENT OF COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS SAIMAS

DEPARTMENT OF COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS SAIMAS 26 TH ANNUAL CONFERENCE DRAFT ORGANISATIONAL DEVELOPMENT & DESIGN FRAMEWORK: GAUTENG MUNICIPALITIES 27 OCTOBER 2016 FUTHI KGWEFANE

CONTENTS q Gauteng Province q NDP 2030 q Co. GTA q Why OD & D Framework q Theme q Objectives OD &D Framework q Knowledge Partners q OD &D Framework (Highlights of 15 Chapters)

GAUTENG CITY REGION MISSION GAUTENG CITY REGION VISION (TO 2030) (BY 2030) Seamlessly integrated governance, social cohesion, economic inclusion, knowledge and innovation IMPACT / RESULTS FOCUS A strong, globally competitive and integrated city-region A DEVELOPMENTAL, TRANSFORMED, INTEGRATED, CAPABLE AND MODERNISED PUBLIC SERVICE IN GAUTENG EXTERNAL SERVICE DELIVERY FOCUS 1. Balanced and integrated GCR and intergovernmental planning, coordination and development 1. 1. A COORDINATED GOVERNANCE AND PLANNING REGIME 1. 3. INSTITUTIONAL CAPACITY TO DRIVE THE GCR AGENDA 2. A dynamic, proactive and responsive government that demonstrates good governance and the highest levels of service delivery to its citizens 2. 1. RESPONSIVENESS THROUGH ACCURATE AND MEANINGFUL DATA INTERNAL CAPACITY AND CAPABILITY FOCUS 1. 2. ALIGNED GCR SPATIAL DEVELOPMENT 2. 2. SOUND GOVERNANCE AND FISCAL MANAGEMENT 4. Integrated, connected, efficient and smart Public Service systems and processes that support effective service delivery 4. 1. A SMART PROVINCE POLICY & STRATEGIC FRAMEWORK 4. 2. MODERNISED AND DIGITISED 4. 3. ICT FRONT AND CONNECTIVITY BACK-END SYSTEMS 2. 3. PROACTIVE INTERVENTION IN AREAS OF SERVICE WEAKNESS 2. 4. CONSISTENT AND COHERENT COMMUNICATION 3. A skilled, capable, disciplined and performance orientated Public Service that inspires confidence 3. 1. A HIGH 3. 2. A VALUES DRIVEN PERFORMANCE PUBLIC SERVICE ORIENTATED HCM&HRD CULTURE STRATEGIC APPROACH 3

NDP VISION 2030 q NDP, Vision 2030: Seeks a partnership with business and society to eliminate poverty and sharply reduce inequality by 2030, requiring: – Strong leadership throughout society. – Socially cohesive, active and united citizenry. – Capable State – integrated planning and greater policy coherence across government. q NDP, Chapter 13: Building a capable and developmental state – A state that is capable of playing a developmental and transformative role. – A public service immersed in the development agenda but insulated from undue political interference. – Staff at all levels have the authority, experience, competence and support they need to do their jobs. – Relations between national, provincial and local government are improved through a more proactive approach to managing the intergovernmental system. – Allocations of powers and functions are clarified and implemented to support 4 institutional coherence.

FIFTEEN YEAR VISION AND MISSION Vision Prime leader and custodian of cooperative governance in building a globally competitive and people-driven Gauteng City-Region. Mission COGTA shall support, facilitate, coordinate, and regulate intersphere and cross-departmental integrated planning, budgeting, implementation, monitoring, evaluation and reporting in order to achieve an accountable, stable, efficient, effective and resilient local government that promotes popular participation, an activist and ethical government. Value 1 Respect Value 2 – Integrity Value 3 – Caring Value 4 Accountability Value 5 – Innovative

WHY OD & D FRAMEWORK ? q Municipalities are experiencing challenges in core functions of Organisational Development (OD) discipline; and q Absence of knowledge sharing platforms in OD in Local Government. Gauteng Municipalities requested Co. GTA to: q Facilitate the establishment of an Organisational Development and Design Framework (OD&D); q Establish the Organisational Development & Design Task Team to develop an OD& D framework; and q Facilitate the establishment OD forums to meet on quarterly basis to share knowledge and best practices.

OD FUNCTOP

THEME “Transforming Local Government through Organisational Development and Design Processes”

OBJECTIVES OF THE OD & D FRAMEWORK q To set out core OD&D functions and standards that will guide Gauteng Municipalities; q To strengthen and position OD&D as a strategic partner in Local Government; q To determine the proper location of OD&D to be effective in the Municipality;

OBJECTIVES OF THE OD & D FRAMEWORK Continues……. q To Professionalize OD&D by registering OD practitioners and managers to the professional bodies q Establish minimum skills required for OD&D discipline in municipalities; q Enable OD practitioners to take ownership of the functions that are in ambit of the OD discipline

OBJECTIVES OF THE OD & D FRAMEWORK Continues…. . q Emphasise the Local government approach in working towards effecting culture change and unleashing worker creativity within Municipalities; and q Highlight to senior management that OD practitioners in spite of their location in the organisational structure, are responsible to contribute towards improved service delivery and positive organisational work climate.

KNOWLEDGE PARTNERS • • • TASK TEAM Executive/OD SAIMAS SALGA UNISA DHA SAODN DCOG Worlds View SABPP Development of OD &D Framework COGTA

KNOWLEDGE PARTNERS q Municipal Executive Managers: Corporate Services; q Municipal OD Practitioners and Managers; q Southern African Institute of Management Services (SAIMAS); q South African Local Government Association (SALGA); q University of South Africa (UNISA); q Department of Home Affairs (DHA); q Worlds View Academy; q South African Organisation Development Network (SAODN); and q South African Board for People Practices (SABPP).

OD & D FRAMEWORK (15 CHAPTERS) 1. Introduction to Organisational Development 2. Strategy and Policy 3. Organisational Design 4. Job description Development & Job Evaluation 5. Workforce Planning 6. Work-Study 7. Productivity Improvement 8. Norms & Standards ( Standard Operating Procedures) 9. Business Process Reengineering ( Process Modelling) 10. Layout Out and Workflow 11. Organisational Change Management 12. Organisational behaviour Culture & Climate 13. Form design & Management 14. Benchmarking 15. Knowledge Enablers & Skills

PART A HIGHLIGHTS OF CHAPTER 1 -5

POLICY LIFE CYCLE OD practitioners are expected to contribute to the policy life cycle of reviewing Municipal policies.

ORGANISATIONAL DESIGN PRINCIPLES Structure - The definition of work activity groupings, reporting relationships, levels and span of control e. g. of structure: Functional, Process, Product / Channel / Customer grouping Accountability and decision making - The assignment of accountability for results of specific activities and the process for defining who is involved in and approves key decision, e. g Governance principles Workgroup Design - The combination of related jobs and determination of resources needed to meet the organisational requirements e. g. Cross Functional, Virtual and Integrating teams Measures & Rewards - The development and tracking of key indicators of success for individuals, groups and the overall business Structure Accountability & Decision Making Workgroup Design Measures & Rewards Roles and Responsibilities Job Design Skills Development Roles and Responsibilities - The assignment of responsibility for performing specified activities to specific groups or individuals, e. g. HR Leave Administration, Account Management Job Design - The assignment of groups of related tasks/activities and procedures to specific jobs e. g. Detailed job specification Skill/competency development The development of skill sets and behaviours required to support new processes and leverage new technology at the individual and group level e. g. Skills, Knowledge and behaviour

FACTORS TO TAKE INTO ACCOUNT WHEN REVIEWING STRUCTURE

PART B HIGHLIGHTS OF CHAPTER 6 -10

COMPONETS OF WORK-STUDY

APPROACHES OF WORK MEASUREMENT

BPR CYCLE

BPR CYCLE

PART C HIGHLIGHTS OF CHAPTER 11 -15

OUTCOMES / INPUTS OF 1 ST CONSULTATION SESSION Amongst many some of the inputs on the draft OD & D Framework are/were: q Include Change Management Principles; q Different change models apply to different projects; but phases are the same; q Clarify who will advocate change; q There must change team structure; q Add Analysis and survey of the culture change; q Add Model and tools culture change; and q Define every OD function and competencies required for every function

REACTIONS TO CHANGE AND TRANSFORMATION •

CHANGE MANAGEMENT PLAN PRINCIPLES OF CHANGE MANAGEMENT Maximize the involvement of employees in the implementation of change initiatives Minimize resistance to change Minimize the level of disruption to service delivery Create the capacity needed to effect change Build executive sponsorship for change Build two-way communication: .

CHANGE MANAGEMENT APPROACH Engaging and enabling the whole organisation Creating a climate for change 1 2 3 4 5 6 Increas Build the Get the Communic Empower Create e Guiding Right ate for Buy. Action Short-term Urgenc Team Vision in Wins y Kotter, John P. and Cohen, Dan S. The Heart of Change. Boston: Harvard Business School Press Implementing and sustaining change 7 Don’t Let Up 8 Make it Stick

BURKE-LETWIN CHANGE MANAGEMENT MODEL

ROLES OF LEADERS DURING CHANGE Direct Set and provide a clear direction Focus Fit Ensure focus and momentum Involve Ensure stakeholder participation and enrollment Energise Inspire Cultivate appropriate mindset Support Drive Demonstrate strong support 32 Support employees through change

OD COMPETENCY MODEL

DRAFT OD AND D FRAMEWORK

THANK YOU

QUESTIONS