1. 1 PROJECT KHAEDU Service Delivery Challenge Programme Introduction to Project Khaedu August 2008 Offered by PALAMA in partnership with

2. 2 Agenda  The challenge of service delivery  What is Project Khaedu?  Progress to date

3. 3 The challenge of service delivery Government introduced Batho Pele in 1997 as an initiative to improve service delivery in the public service based on the principle of putting “people first”

4. 4  In 2003, a survey was conducted on the effectiveness of Batho Pele -Some departments showed service delivery improvements -Many others were found to be treating Batho Pele as an isolated set of principles 5 years later, a survey was conducted on the effectiveness of Batho Pele In August 2004, Cabinet mandated that all SMS members should, during each performance review cycle, spend time observing and solving service delivery issues at the ‘coal face’

5. 5 DPSA was tasked with implementing the cabinet mandate… and developed Project Khaedu* Core Skills DevelopmentDeployment to the ‘coal face’ Supervised 5-day deployment to the ‘Coal Face’ -Participants analyse service delivery problems and write a short report 4.5 day course Case-based Very practical Build ‘Core Skills’ *Khaedu is a TshiVenda word meaning “challenge” PROJECT KHAEDU Becomes part of the overall Batho pele effort

6. 6 The cabinet mandate has been added to the SMS Handbook (Chapter 4 – “Performance Management and Development”) (6.8) INTEGRATION OF THE PM&D SYSTEM WITH ALL OTHER ORGANISATIONAL PROCESSES …(c) Cabinet decided on 4 August 2004 that all members of the SMS must undergo a compulsory 5 day deployment to a service delivery point during a performance cycle as part of the senior management service delivery challenge. The service delivery challenge has subsequently been provided for under item 6 (developmental requirements) in the pro forma PA at annexure D. (7) LINKING THE PM CYCLE TO PLANNING AND BUDGETING …(e) As part of development as well as to strengthen Batho Pele, all SMS members must be exposed to the coalface of service delivery for a period of at least 5 days in a particular financial year (preferably during the Public Service week). …(f)In order to make the deployment meaningful it is advisable to undergo 5 days of preparatory training through the Khaedu Service Delivery Challenge (offered by DPSA) which will be necessary only for the first year of deployment.

7. 7 Agenda  The challenge of service delivery  What is Project Khaedu?  Progress to date

8. 8 The Khaedu design was influenced by a number of factors… Project Khaedu SMS Competency framework DPSA need for focused, high impact intervention SMS Skills Audits Cabinet mandate

9. 9 … not least the proven Action Learning format for practical skills development Source: US Government analysis of training efficiency, 2002

10. 10 Project Khaedu has 3 components Core Skills Development Deployment to the ‘coal face’ Follow-up during implementation Supervised 5- day deployment to the ‘Coal Face’ -Participants analyse service delivery problems and write a short report Follow-up in the manager’s own environment Use Core Skills to solve a current delivery issues 4.5 day course Case-based Very practical Build ‘Core Skills’

11. 11 It addresses competencies in the SMS framework, and can be used as the foundation for all SMS & MMS managers Khaedu core module Budgets and controls Process design and business maths Strategy and Organisation Effectiveness People management Communicating for results Addresses which SMS Competency?  Client orientation and customer focus  Service delivery innovation  Problem solving and analysis  Strategic capability and leadership  Change management  People management and empowerment  Communication  Financial management

12. 12 … and is directly aligned with the DPSA’s initiatives on Service Delivery Improvement Plans - SDIP Internal Communication Back-office Re-engineering Front-office Re-engineering External Communication Khaedu Core Skills Focus

13. 13 Participants develop their problem solving and analytic skills in the following areas… 1.Process design, problem solving & business maths 2.Creating effective organisations and strategies 3.People and Change Management and Building a ‘Win-Win’ With Staff and Unions 4.Financial management 5.Communicating for Results

14. 14 The ‘Core Skill’s development programme is based on practical exercises and problem solving Syndicate group working on an evening case study The Speaker of the House working together with his team on an evening case study in KZN

15. 15 Township hospitalEducationPeri-urban Home AffairsUrban Social WelfareTownship police stationRural MPCCBorder post Agric Extension Office …with a supervised 5-day deployment to practise the skills developed Public Works

16. 16 …culminating in a presentation to senior officials Khaedu group presenting to senior officials in Mpumalanga

17. 17 Agenda  The challenge of service delivery  What is Project Khaedu?  Progress to date

18. 18 Khaedu has been successfully delivered to over 2,000 SMS in all nine provinces and National Departments… Note: OTP = Office of the Premier; DCS = Dept Correctional Services; SRAC = Sports, Recreation, Arts & Culture

19. 19 The programme is rated very highly by participants… Excellent Very Good Average = 4.6 Good Poor Very poor

20. 20 Typical participant comments on the impact of the programme include… “Now I understand what managers really have to do to deliver.” “Best course I have been on in 15 years in government” “This needs to be cascaded down to MMS – this is where real coal face skills are crucial for implementation” “All SMS managers should attend this programme, starting from the top with MEC’s and HOD’s” Chief Director - Health Speaker of the House – KZN Legislature Chief Director - Education Director – Agriculture

21. 21 …and most critically, the deployment reports are resulting in action  In Mpumalanga the output has been used to drive a major change in the structure of Health services – driven from a Cabinet level  In Free State all Deployment reports are being reviewed at HOD level  In KZN the reports are being presented to Cabinet

22. 22 Expansion of Khaedu  The highly successful Khaedu Action Learning format has been expanded by PALAMA to include 3 levels of management -MMS (levels 11-12) -SMS (levels 13-14) -EMS (levels 15-16)  It will now be offered by PALAMA as foundation management development programmes for induction as well as existing managers

23. 23 PALAMA is offering Khaedu to middle & senior managers Khaedu 1Khaedu 2Khaedu 3Khaedu Custom* TargetMMS (levels 11-12)SMS (levels 13-14)EMS (levels 15-16)MMS + SMS + EMS Purpose Induction/ orientation for new managers Management skills for existing managers Customised to drive strategic objectives in a specific department Metho- dology Action Learning Modules Module 1Module 2 (optional) Module 1Module 2Module 1Module 2Module 1Module 2 (optional) Core SkillsField deployment to the coal-face Core SkillsField deployment to the coal-face Core SkillsField deployment to the coal-face 5 days Core Skills Action Learning project in own dept Duration 5 days 2 + 2 days5 days Format Residential (Mon-Fri) Non- residential, but may be out of home town Residential (Mon-Fri) Non- residential, but may be out of home town ResidentialNon- residential, but may be out of home town Residential (Mon-Fri) Flexible *Khaedu Custom” is a tailor-made Khaedu Action Learning programme for a specific department. It aims to address specific requirements of a particular department, using the Action Learning format of Project Khaedu. Khaedu Custom is currently available for the following departments, but may be made available to other departments by specific request: 1. Education5. Municipal Management 2. Health & Social Welfare6. Public Works, Roads & Transport 3. Local Government & Housing7. Correctional Services 4. Agriculture

24. 24 “One of the most exciting management development initiatives in recent years is the Khaedu programme, which aims to give managers … the opportunity to experience challenges at the coalface of delivery, and to craft policies that are informed by realities on the ground… …Project Khaedu is rated very highly by those SMS members who have participated, owing to its relevance and appropriateness of day to day work situations… …We believe this project is having a real impact on service delivery. Project Khaedu is also likely to be extended to the local government to supplement and enhance Project Consolidate.” Geraldine Fraser-Moleketi Budget Vote Speech 2006

25. 25 Backup

26. 26 ‘Core skills’ week modules focus on skills required for service delivery improvement…  Process Design: Basic introduction to process design concepts such as process mapping, time and value analysis, capacity analysis and Best Demonstrated Practice development.  Organisation Effectiveness: Modern organisation structures, teaming concepts, decision making and authority levels, overcoming human capacity bottlenecks and creating a ‘learning-culture organisation’  People and Change Management: Core skills in hiring, performance management, discipline and grievance procedures, dismissal and the Labour Relations Act, working with organised labour and understanding the change management issues within a typical civil service unit  Budgets and Controls: Developing effective budgets, understanding when a unit is unable to effectively control expenditure, preventing fraud and unauthorised expenditure  Communicating for results: How to structure and present problems and their solutions effectively

27. 27 …taught over 4.5 days with intensive use of case-based Action Learning…* Day 1  Introduction  Analysing and redesigning processes  Process exercise 1  Observations at the coal face  Measuring cycle times & volumes  Process exercise 2  Process case- study Day 2  Process case discussion  Designing Service Transformation Programmes that work  Modern organisation design & effective decision-making  Organisation exercise  The Wisdom of Teams  Overcoming human capacity bottlenecks – thinking laterally  Organisation case-study Day 3  Organisation case discussion  The “People Plan” and managing performance  Dismissals & the LRA  People management exercises  Organised labour – from foe to friend  Communicating for results – constructing a logical argument and packaging it effectively  People case-study Day 4  People case discussion  Budgeting effectively  Budget exercise 1  Budgeting dynamically in the real world  Budget exercise 2  Expenditure control – tell- tale signs of loss of control  Final integrated case-study *Based on the Harvard Business School model Day 5  Presentations of integrated case -By syndicate  Discussion of final integrated case  Prize-giving