project khaedu 25 may 2007 sms service delivery challenge (the “challenge”)
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PROJECT KHAEDUPROJECT KHAEDU
25 May 2007
SMS Service Delivery ChallengeSMS Service Delivery Challenge
(The “challenge”)(The “challenge”)
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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
Batho Pele and the challenge of service delivery
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
Batho Pele and the challenge of service delivery
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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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.
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