PROJECT KHAEDU 25 May 2007 SMS Service Delivery Challenge (The “challenge”)

PROJECT KHAEDUPROJECT KHAEDU

25 May 2007

SMS Service Delivery ChallengeSMS Service Delivery Challenge

(The “challenge”)(The “challenge”)

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course material consolidated 9

Agenda

Batho Pele and the challenge of service delivery

Progress to date

Summary

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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”

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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’

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RATIONALE FOR KHAEDU

Lack of experience and understanding by SMS members of the material reality and magnitude of service delivery challenges prevalent at the coalface service delivery points.

To ensure that future policies that are developed are informed by the realities on the ground.

To enable SMS members to have first hand experience on how the policies they developed are been received on the ground.

To enable SMS members to lead from the front with regard to the implementation of the Batho Pele Principles.

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DPSA was tasked with implementing the cabinet mandate… and developed Project Khaedu*

Core Skills Development Deployment 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 KHAEDUPROJECT KHAEDU

Becomes part of the overall Batho

pele effort

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The Khaedu design was influenced by a number of factors…

Project Khaedu

SMSCompetency framework

DPSA need for focused,

high impactintervention

SMS Skills Audits

Cabinet mandate

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… not least the proven Action Learning format for practical skills development

Source: US Government analysis of training efficiency, 2002

By doing Throughobservation

Lecturingwith exam

Lecturingwith no exam

64%

37%

19%

8%

0

20

40

60

80%

Skills retention after 6 months

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… which is directly aligned with the DPSA’s initiatives on Service Delivery Improvement Plans - SDIP

Internal Communication

Back-officeRe-engineering

Front-officeRe-engineering

External Communication

Khaedu Core Skills Focus

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It addresses competencies in the SMS framework, and can be used as the foundation for all SMS 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

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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 (preferally

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.

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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

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Township hospital

EducationPeri-urban Home AffairsUrban Social Welfare

Township police station Rural MPCC Border post

Agric Extension OfficeAgric College

…with a supervised 5-day deployment to practise the skills developed

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…culminating in a presentation to senior officials

Khaedu group presenting to senior officials in Mpumalanga

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Agenda


Progress to date

Summary

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Khaedu was piloted, refined and rolled out

2004 2005 2006 2007

Pilot run in MP

Used as part of DPSA-sponsored Service Delivery

Turnaround Programme in KZN to address

issues of Leadership and Management Development

Additional service

providers appointed

Roll-out to all SMS

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Over 1200 SMS members have participated so far, coming from a variety of departments and provinces

EducationOTP

Agric.Treasury

Roads &Transport

Local Govt& Housing

Works

Health

Economic& Environ

Health& SocDev

JusticeCluster

SRAC Other SocDev

DPSA

120

10599

72 71 6965 64

57 57

36 3632 32

24

0

25

50

75

100

125

Number of Project Khaedu participants

E CapeFSKZNLimpopoMPNationalNWWC

Note: OTP = Office of the Premier; SRAC = Sports, Recreation, Arts & Culture

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The programme is rated very highly by participants…

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

4.64.9 4.8 4.7 4.7

4.54.8 4.7 4.6 4.7

4.54.7 4.6 4.5

4.6 4.8

0

1

2

3

4

5

Average score out of 5 per group

Groups

Excellent

Very Good

Average = 4.7

Good

Poor

Very poor

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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

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…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 Limpopo all Deployment reports are being reviewed at MEC level

In KZN the reports are being presented to Cabinet

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Agenda


Progress to date

Summary

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“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 localgovernment to supplement and enhance Project

Consolidate.”

Geraldine Fraser-MoleketiBudget Vote Speech 2006

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The opportunity… and the challenge

Huge opportunities exist for improvement in almost all areas that SMS teams have visited:

- Social Development - Education- Agriculture - Health- Justice - Safety & Security- Works - Correctional Services- Roads and Transport - Home Affairs- Border posts - Municipalities

The challenge is to harness these improvements and best practices and turn them into implementation nation-wide

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Way forward

1. Encourage the remaining SMS members to attend, particularly DDG’s, DG’s and HOD’s

2. Encourage national government to take advantage of the opportunity, particularly those with heavy service delivery focus e.g.1. Health2. Education3. Home Affairs4. SAPS5. DPLG6. Housing

3. Following up on the deployment recommendations- to tackle service delivery problems in practical fashion.

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Backup

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Detail of attendees

Generic Department E Cape FS KZN Limpopo MP National NW WC Grand TotalAgriculture 5 10 15 55 21 7 113DCS 1 2 25 2 30DPSA 24 24Economic Develop. & Tourism 5 32 13 1 51Education 12 1 66 16 24 9 128Environmental Affairs 5 2 7Fort Hare TTMA 6 6Health & Soc Dev/Welfare 19 9 53 32 26 10 149Home Affairs 8 8ICD 10 10Legislature 9 5 14Loc Govt & Housing 1 5 24 17 22 11 80National Public Works 3 3National Soc Dev 9 9OPSC 2 2OTP 10 3 14 38 26 31 122Public Works Roads & Trans 10 29 19 43 35 2 1 139Safety & Security 2 1 6 8 7 24SAPS 5 1 6SASSA 1 2 3Sport, Arts and Culture 5 1 13 11 9 39Tourism, Environmental and Economic Affairs 2 9 11Treasury 6 5 8 29 20 4 72Grand Total 84 72 227 282 211 88 14 72 1050

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Attendance of DDG’s, HOD’s and DG’s

HODs / DG’s 6 [4 in FS + 2 in MP]

DDG’s 11

17

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CHALLENGES

Move from centralised to the decentralised model.

The course is been offered on a demand basis

DPSA assuming a monitoring role.

Issues of sustainability.

Issue of cascading the project to local government sphere to complement Project Consolidate.

PROJECT KHAEDU 25 May 2007 SMS Service Delivery Challenge (The “challenge”)

Documents

Transcript of PROJECT KHAEDU 25 May 2007 SMS Service Delivery Challenge (The “challenge”)