Change Management Strategy Framework

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Change Management Strategy

Framework

An enabling framework for managing change in the public service

Putrajaya International Convention Centre

MALAYSIA

19-21 October 2014

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Presentation Outline



Background and context



Strategic focus



Roles and responsibilities



Consultations on the framework



Implementation of the framework



Recommendation

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Background and context (1)

 The main challenge identified in Chapter 13 of the

National Development Plan (NDP) has been the unevenness in capacity that leads to uneven performance in local, provincial and national government

 This is caused by a variety of factors including

tensions in the political-administrative interface, instability of the administrative leadership, skills deficits, the erosion of accountability and authority, poor organisational design and low staff morale

 Since 1994, there have also been many individual

initiatives, but there is a tendency to jump from one quick fix or policy fad to the next

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Background and context (2)

 The management of change in the public service thus

requires a more structured and consistent approach, as opposed to reactive change which is a piecemeal response to problems as they develop

 The change management strategy framework therefore

seeks to respond to this identified weakness, among others, by providing a structured and consistent approach to the management of change in the public service in line with the mandate of the Minister for Public Service and Administration

 This would ensure that change at a macro level is

managed in a coherent and consistent manner

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Strategic focus (1)

 In order to improve the efficacy of the public service

in the implementation of its outcomes, the public service has to have the capability to better manage change

 Hence the enabling framework on managing change

seeks to ensure that there is a common approach to change management in line departments

 The enabling framework requires that line

departments develop a Change Management Plan when significant changes are triggered

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Strategic focus (2)

 Such Change Management Plans should outline

inter alia the following:

 What is changing and capability of the line department to

successfully implement the change in terms of change leadership capability and performance capability

 The complexity of change in terms of the nature of change,

scale of change, timeframe of change and geographical spread

 Consensus for change in terms of the level of support for

change and possible resistance to change

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Strategic focus (3)

 The framework further requires that such Change

Management Plans be managed as part of the strategic plan of a department in order to ensure monitoring and evaluation

 The framework also provides the migration

guidelines to assist departments when developing and implementing a migration process plan. As most changes in the public service involve some form of migration, the guidelines on the migration process are provided as part of the enabling framework

 A migration process generally refers to a process of placing

employees from a post in the old organisational structure to another post in the new organisational structure

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Roles and responsibilities (1)

 Key roles and responsibilities of the Minister for

Public Service and Administration and DPSA

 To provide an enabling framework for managing

change in the Public Service

 Capacitate departments through inter alia:

 Providing support and advice on the implementation of the

enabling framework

 Conducting workshops on the enabling framework

 Providing the tools that support the initiation and

implementation of change

 Issue directives/ determinations in terms of the

Public Service Act, 1994 as amended on issues relating to the implementation of the framework

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Roles and responsibilities (2)

 Key roles and responsibilities of the executive

authorities (EAs) and heads of departments (HODs)  To familiarise themselves with the enabling framework

 To prepare a Change Management Plan when significant

transitional and transformational changes are introduced focusing on:

 Strategic focus

 Organisational capability  People capability

 Change capability

 To ensure that such a plan forms part of the department’s

strategic plan and that it complies with the Change Management Strategy Framework approved by the Minister for Public Service and Administration (MPSA)

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Roles and responsibilities (3)

 The above proposal is critical in at least five

respects:

 Firstly, it places the responsibility and accountability for

managing change where it belongs, namely with the executive authority who is the political head and the executive authority of a particular department in the Public Service

 Secondly, it ensures that the triggers of change, the nature

of change and the magnitude of change, whether it is transitional or transformational in nature, are determined beforehand in order to ensure that the proposed interventions are proportionate to the nature of the changes required

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Roles and responsibilities (4)

 Thirdly, it ensures that once an analysis has been

undertaken and the nature and magnitude of the changes is known, what has to be done (intervention) is captured in the form of a change management plan as part of the strategic planning process

 Fourthly, since the strategic planning/ management

process is the responsibility of the top leadership in the departments, developing a Change Management Plan as part of the strategic plan will ensure that the ownership of such a plan remains the responsibility of the top leadership in a department and

 Fifthly, it ensures that the enabling framework guides the

development of a change management plan in order to ensure consistency in the Public Service

Change Management Strategy Framework