ETHEKWINI ORGANISATIONAL DEVELOPMENT AND CHANGE MANAGEMENT PRESENTATION BY

ETHEKWINI ORGANISATIONAL DEVELOPMENT AND CHANGE MANAGEMENT PRESENTATION BY REGGIE CELE 27 OCTOBER 2016

CONTENTS q q q q SYSTEMS WIDE PERSPECTIVE OBJECTIVES OF MUNICIPALITIES THE MUNICIPAL SYSTEMS ACT THE BALANCED SCORE CARD QUO VADIS MANAGEMENT SERVICES BODY OF KNOWLEDGE (MSBOK) OD UNIVERSE OD FRAMEWORK ORGANISATIONAL TRANSFORMATION AND EFFICIENCY PATHWAY TO SUCCESS – HOW? PRODUCTIVITY IMPROVEMENT THE RELEVANCE OF BPM IN THE PUBLIC SERVICE EXAMPLES OF PRODUCTIVITY/PERFORMANCE MANAGEMENT

HOW DOES THE WHOLE MUNICIPALITY WORK AS A SYSTEM WIDE PERSPECTIVE THE ROLE OF NOT FOR CUSTOMER PROFIT ORGANISATION GOAL NECESSARY CONDITIONS FINANCE GOVERNANCE

OBJECTVES OF MUNICIPALITIES v Provide democratic and accountable government. v Ensure the provision of services to communities. v Promote social and economic development v Promote a safe and healthy environment; v Encourage the involvement of communities

THE MUNICIPAL SYSTEMS ACT (Act no 32 of 2000) A Municipality MUST : Establish a performance management system that is Commensurate with its resources Best suited to its circumstances In line with the priorities, objectives, indicators and targets contained in its IDP.

A Municipality must promote a culture of performance management amongst its political structures and in its administration. Schedule 2 of the Act, requires staff members of a municipality to participate in the overall performance management system for the municipality, as well as the staff member’s individual performance appraisal and reward system (clause 3(e)

QUOTE: “WE NOW (STILL) PAY EMPLOYEES NOT FOR OUTPUT PRODUCED, NOR EVEN FOR LABOUR INPUT PROVIDED, BUT SIMPLY FOR TIME SPENT ON THE JOB” THIS SHOULD EXPLAIN THE REASON FOR SO MUCH OVERTIME WORKED BY MUNICIPAL EMPLOYEES: MORE PAY AND MORE PAY

BALANCED SCORECARD CUSTOMER Looks at the organization through the eyes of its customers. FINANCIAL Monitors the organization’s financial performance, which indicates whether the strategy, implementation and execution are contributing to the bottom line improvement. (Kaplan and Norton, 1992) INTERNAL PROCESSES Reports on the efficiency of internal processes and procedures. LEARNING AND GROWTH Reflects the commitment of the organization to grow and adapt to change.

OPI INPUT • EXECUTIVE COMMITMENT • LEADERSHIP ALIGNEMENT • IDENTIFY KEY BUSINESS ISSUES • SELECT THE RIGHT PROJECT AND RIGHT PEOPLE • MOTIVATE AND TRAIN ON THE NEEDED TOOLS • REASONABLE DEADLINES PROCESS OUTPUT • CUSTOMER VALUE • CUSTOMER SATISFACTION • SUCCESSFUL PROJECT • POSITIVE CHANGE PROCESS • PROFIT OR GAIN • INTELLECTUAL CAPITAL • EMPLOYEE MOTIVATION • EMPLOYEE PRIDE AND COMFORT CUSTOMER BUSINESS EMPLOYEE

QUO VADIS (WHERE TO FROM HERE? ) P A T H W A Y T O O B S C U R I T Y Duplication, misalignment, conflict, confusion, silos P A T H W A Y T 12 months Today Coordination, integration, prioritization, facilitation O and implementation S U C C E S S

The Management Services Body of Knowledge ORGANISATIONAL DEVELOPMENT FINANCIAL AND ASSET MANAGEMENT BUSINESS ENABLEMENT CHANGE MANAGEMENT INFORMATION MANAGEMENT EXAMPLES: • HR SYSTEMS • FINANCIAL SYSTEMS • STATISTICAL ANALYSIS • RECORD DOCUMENTATION • OFFICE AUTOMATION EXAMPLES: • STRATEGIC PLANNING • DIVERSITY WORKSHOPS • TEAM COHESIVENESS AND EFFECTIVENESS • SEXUAL HARASSMENT POLICIES HUMAN RESOURCE MANAGEMENT EXAMPLES: • INSTITUTIONAL REVIEW • EE POLICY AND PLAN • LEADERSHIP EMPOWERMENT • TALENT MANAGEMENT • OVERTIME MANAGEMENT • SERVICE DELIVERY PROTESTS • FACILITATION OF SLA’S EXAMPLES: • PRODUCTIVITY MEASUREMENTS • BUSINESS PROCESS REDESIGN • VEHICLE UTILIZATION • COST CURTAILMENTS • REWARDS AND RECOGNITION • LOCOMOTION INVESTIGATIONS QUALITY MANAGEMENT OPERATIONAL IMPROVEMENT PERFORMANCE MANAGEMENT

CHANGE MANAGEMENT ALL THE WAY VISION STRATEGIC PLANNING BUSINESS PROCESSES ORGANISATIONAL STRUCTURES PERFORMANCE MEASUREMENT AND STANDARDS REWARDS AND RECOGNITION CHANGE MANAGEMENT ALL THE WAY ORGANISATIONAL DEVELOPMENT UNIVERSE

STAFF ESTABLISHMENTS (S. 66, MSA 32 OF 2000) MM WITHIN A POLICY FRAMEWORK DETERMINED BY THE MUNICIPAL COUNCIL AND SUBJECT TO ANY APPLICABLE LEGISLATION MUST: DEVELOP A STAFF ESTABLISHMENT FOR THE MUNICIPALITY AND SUBMIT TO MUNICIPAL COUNCIL FOR APPROVAL PROVIDE JOB DESCRIPTION FOR EACH POST ON STAFF ESTABLISHMENT ATTACH REMUNERATION AND CONDITIONS OF SERVICE TO THOSE POSTS IN LINE WITH APPLICABLE LABOUR LEGISLATION ESTABLISH PROCESS OR MECHANISM FOR REGULAR EVALUATION OF STAFF ESTABLISHMENT NO PERSON MAY BE EMPLOYED UNLESS POST IS PROVIDED FOR IN THE STAFF ESTABLISHMENT ANY DECISION TAKEN TO EMPLOY SOMEONE CONTRARY TO THE ABOVE IS NULL AND VOID

1 2 LEGISLATION/STRATEG Y C M PROCESS/FUNCTIONS ORGANISATIONAL DESIGN FRAMEWORK 4 3 BUSINESS CASE C M GEOGRAPH Y TECHNOLOGY STRUCTURE/DESIGN RISKS 5 IMPLEMENTATION PLAN 6 C M OUTPUT DEPENDENCIE S FEEDBACK Manage change and transition (including communication and employee consultation) throughout the process, and facilitate the required behaviour.

WHAT DRIVES EFFECTIVE TRANSFORMATION OF ORGANISATIONS 1994 - 2014 Strategy Talent attraction, development and retention Leadership effectiveness Organisational Transformation and Efficiency Stakeholder and employee engagement Repositioning and branding Systems, structures and processes

THE PATHWAY TO SUCCESS Infrastructure Planning • Stakeholder analysis • Mandate analysis • Systems • Structures strategy processes Sustaining performance • Measurements • Rewards and recognition Resourcing people • Productivity • standards

Organisational Transformation and Efficiency Integrated CHR Strategy HUMAN RESOURCE PLANNING (PEOPLE) OPERATIONAL EFFICIENCIES (PROCESS) TALENT MANAGEMENT (PERFORMANCE) • STAFF RESOURCE PROJECTIONS • BUDGET PROJECTIONS • INSTITUTIONAL REVIEW • EMPLOYMENT EQUITY POLICY • WOMEN EMPOWERMENT • PRODUCTIVITY STRATEGY • BUSINESS PROCESS MAPPING & IMPROVEMENT • OFFICE AUTOMATION AND KNOWLEDGE MANAGEMENT • VIRTUAL OPERATIONS AND COST CONTAINMENT • EMPLOYEE WELLNESS BOUQUET • SYSTEMS DEVELOPMENT AND CHANGE STRATEGY • MULTI-SKILLED WORKFORCE • TRANSFORM PERFORMANCE MANGMENT TO PRODUCTIVITY MEASUREMENT • LEADERSHIP DEVELOPMENT

Productivity Improvement Productivity Management Framework must be aligned to the Public Service Productivity Management Strategy (PSPMS) Formula – Ratio between the quality and quantity of the outputs and inputs in line with Service Costs & Time Multi Factor Approach – Labour Performance; Operational Performance & Citizen Participation Performance Range from Unproductive through Highly Productive (labour, systems, processes, etc)

There are people who always keep on doing this to you. . . Be strong and keep going on! ! HOW WOULD YOU RATE HIS PRODUCTIVITY? 19

Continuation The dawning of the new dispensation in 1994 was characterized by special mandate to provide appropriate and quality services to all the people of the country. Government made a pledge to the people of South Africa to serve them without discrimination, respecting the dignity of all and ensuring that the needs of the majority of the population, who had been disadvantaged in the past, are met efficiently and effectively. As local government is constantly advocating for improved service delivery, BPM serves as a tool to redesign business processes to achieve improvements in cost, quality and turnaround-time leading to improved service delivery. 20

The relevance of BPM in the Public Service Batho Pele White Paper, 1997, requires: Government entities to publish standards for the level and quality of services they will provide, including the introduction of new services to those who have previously been denied success to them; thus To be able to develop the above, business processes must be designed, maintained and improved on a continuous basis (BP Management) 21

Methodology 22

BUSINESS PROCESS MODELLING BUSINESS PROCESS IMPLEMENTATION TO –BE MODEL SIMULATION AS-IS PROCESS REQUIREMENTS REDESIGN ANALYSIS

EXAMPLE INK WATER SUPPLY PROJECT During May 2014 the Premier of KZN issued a directive to the e. Thekwini Municipality to address all the water related issues in the INK area within a period of 100 days.

PROGRAMME Programme: Estimate 30 000 meters to be installed and to Install 100 meters per day ( 3 teams) Performance: Average 15 meters installed per day. As indicated we are not achieving the target of 100 meters a day, therefore the request for a work study intervention. Please note that the Premier has recently visited the area and progress is submitted weekly to the Premier’s office.

PRODUCTIVITY MEASUREMENT OF STANDARDS OF PERFORMANCE AND PRODUCTIVITY MONITORING (STREET SWEEPING) AREA: NORTHEN AREA VERULAM BEFORE AFTER EXAMPLE

PERFORMANCE MANAGEMENT OBJECTIVES • To achieve sustainable improvements in service delivery to the community; • To develop constructive and open relationships between Managers/Supervisors and employees; • To encourage and reward good performance;

Objectives (cont) • To manage and improve on poor performance through a process of counselling; • To provide accountability; • To link the IDP to team and individual performance; • To enable individuals to develop their abilities, increase their job satisfaction and achieve their full potential to the mutual benefit of the employee and municipality;

Objectives (cont) To create a climate for individuals to develop their abilities, increase their job satisfaction and achieve full potential; and To fulfil the requirements of the Municipal Systems Act 32 of 2000.

There are people who always keep on doing this to you. . . Be strong and keep going on! ! WHAT IS HIS PERFORMANCE RATING NOW? 30

ALL WE NEED IS A BETTER LIFE FOR ALL

City of durban PLAYING GROUND OF SOUTH AFRICA KZN INSPIRATION

FLY AWAY HOME SAFELY ENKOSI THANK YOU! KESIBONGE REALIVHUWA