DEPARTMENT OF COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS

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

2. CONTENTS • Gauteng Province • NDP 2030 • CoGTA • Why OD & D Framework • Theme • Objectives OD &D Framework • Knowledge Partners • OD &D Framework (Highlights of 15 Chapters)

3. GAUTENG CITY REGION MISSION (TO 2030) Seamlessly integrated governance, social cohesion, economic inclusion, knowledge and innovation GAUTENG CITY REGION VISION (BY 2030) A strong, globally competitive and integrated city-region IMPACT / RESULTS FOCUS • A DEVELOPMENTAL, TRANSFORMED, INTEGRATED, CAPABLE AND MODERNISED • PUBLIC SERVICE IN GAUTENG 1.Balanced and integrated GCR and intergovernmental planning, coordination and development 1.1. A COORDINATED GOVERNANCE AND PLANNING REGIME 1.2. ALIGNED GCR SPATIAL DEVELOPMENT 1.3. INSTITUTIONAL CAPACITY TO DRIVE THE GCR AGENDA EXTERNAL SERVICE DELIVERY FOCUS 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 2.2. SOUND GOVERNANCE AND FISCAL MANAGEMENT 2.4. CONSISTENT AND COHERENT COMMUNICATION 2.3. PROACTIVE INTERVENTION IN AREAS OF SERVICE WEAKNESS 4. Integrated, connected, efficient and smart Public Service systems and processes that support effective service delivery 3. A skilled, capable, disciplined and performance orientated Public Service that inspires confidence INTERNAL CAPACITY \ AND CAPABILITY FOCUS 4.1. A SMART PROVINCE POLICY & STRATEGIC FRAMEWORK 4.2. MODERNISED AND DIGITISED FRONT AND BACK-END SYSTEMS 4.3. ICT CONNECTIVITY 3.1. A HIGH PERFORMANCE ORIENTATED HCM&HRD STRATEGIC APPROACH 3.2. A VALUES DRIVEN PUBLIC SERVICE CULTURE 3

4. NDP VISION 2030 • 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. • 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 institutional coherence. 4

5. 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 inter-sphere 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 4- Accountability Value 5 – Innovative Value 3 – Caring

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

7. OD FUNCTOP

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

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

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

12. OBJECTIVES OF THE OD & D FRAMEWORK Continues….. • Emphasise the Local government approach in working towards effecting culture change and unleashing worker creativity within Municipalities; and • 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.

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

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

15. OD & D FRAMEWORK (15 CHAPTERS) • Introduction to Organisational Development • Strategy and Policy • Organisational Design • Job description Development & Job Evaluation • Workforce Planning • Work-Study • Productivity Improvement • Norms & Standards ( Standard Operating Procedures) • Business Process Reengineering ( Process Modelling) • Layout Out and Workflow • Organisational Change Management • Organisational behaviour Culture & Climate • Form design & Management • Benchmarking • Knowledge Enablers & Skills

16. HIGHLIGHTS OF CHAPTER 1-5 PART A

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

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

19. FACTORS TO TAKE INTO ACCOUNT WHEN REVIEWING STRUCTURE

21. HIGHLIGHTS OF CHAPTER 6-10 PART B

22. COMPONETS OF WORK-STUDY

23. APPROACHES OF WORK MEASUREMENT

24. BPR CYCLE

25. BPR CYCLE

26. HIGHLIGHTS OF CHAPTER 11-15 PART C

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

28. REACTIONS TO CHANGE AND TRANSFORMATION

29. PRINCIPLES OF CHANGE MANAGEMENT Maximize the involvement of employees in the implementation of change initiatives CHANGE MANAGEMENT PLAN 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:.

30. Implementingand sustainingchange Engaging and enablingthe whole organisation Creating aclimate for change CHANGE MANAGEMENT APPROACH CHANGE MANAGEMENT APPROACH 8 1 2 3 4 5 6 7 Increase Urgency Build the Guiding Team Get the Right Vision Communicate for Buy-in Empower Action Create Short-term Wins Don’t Let Up Make it Stick Kotter, John P. and Cohen, Dan S. The Heart of Change. Boston: Harvard Business School Press

31. BURKE-LETWIN CHANGE MANAGEMENT MODEL

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

33. OD COMPETENCY MODEL

34. DRAFT OD AND D FRAMEWORK

35. THANK YOU

36. QUESTIONS