PROJECT KHAEDU

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PROJECT KHAEDU
(The challenge)
SMS Service Delivery Challenge
25 May 2007
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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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5 years later, a survey was conducted on the
effectiveness of Batho Pele

• 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

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
PROJECT KHAEDU
Becomes part of the overall Batho pele effort
Khaedu is a TshiVenda word meaning challenge
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The Khaedu design was influenced by a number of
factors
Cabinet mandate
SMS Competency framework
DPSA need for focused, high impact intervention
Project Khaedu
SMS Skills Audits
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not least the proven Action Learning format for
practical skills development
Source US Government analysis of training
efficiency, 2002
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which is directly aligned with the DPSAs
initiatives on Service Delivery Improvement Plans
- SDIP
Internal Communication
Back-office Re-engineering
Khaedu Core Skills Focus
Front-office Re-engineering
External Communication
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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
Addresses which SMS Competency?

• Client orientation and customer focus
• Service delivery innovation
• Problem solving and analysis

Process design and business maths
Strategy and Organisation Effectiveness

• Strategic capability and leadership
• Change management

Budgets and controls

• Financial management

People management

• People management and empowerment

Communicating for results

• Communication

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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 PMD 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 Skills 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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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
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
Note OTP Office of the Premier SRAC Sports,
Recreation, Arts Culture
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The programme is rated very highly by
participants
Average 4.7
Excellent
Very Good
Good
Poor
Very poor
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Typical participant comments on the impact of the
programme include
All SMS managers should attend this programme,
starting from the top with MECs and HODs
Chief Director - Health
Now I understand what managers really have to do
to deliver.

Speaker of the House KZN Legislature
Best course I have been on in 15 years in
government
Chief Director - Education
This needs to be cascaded down to MMS this is
where real coal face skills are crucial for
implementation
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
groundProject Khaedu is rated very highly by
those SMS members who have participated, owing to
its relevance and appropriateness of day to day
work situationsWe 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

• Encourage the remaining SMS members to attend,
  particularly DDGs, DGs and HODs
• Encourage national government to take advantage
  of the opportunity, particularly those with heavy
  service delivery focus e.g.
• Health
• Education
• Home Affairs
• SAPS
• DPLG
• Housing
• 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
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Attendance of DDGs, HODs and DGs

• HODs / DGs 6 4 in FS 2 in MP
• DDGs 11

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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.