Project Khaedu Implementation Realities

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Project Khaedu Implementation Realities
The Batho Pele Learning Network Leadership
Accountability in the Implementation of Batho Pele

• 10 November 2008
• FEATHER MARKET CONVENTION CENTRE
• PORT-ELIZABETH
• BY LAWRENCE TSHWARO TSIPANE

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CONTENTS

• Brief Introduction to Project Khaedu and its aims
• Khaedu to date by the numbers ( Compliance)
• Key lessons in delivering Khaedu
• Way forward

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Project Khaedu came about as a result of a survey
regarding 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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DPSA was tasked with implementing the cabinet
mandate and developed Project Khaedu
PROJECT KHAEDU
Core Skills Development
Deployment to the coal face

• Supervised 5-day deployment to the Coal Face
• Problem solving not an Audit
• Must leave site with a report on 2 to 3 key
  issues that is accepted by local management as
  practical

• Build Core Skills for solving service delivery
  problems
• Highly practical
• Case study based
• Team based problem solving
• Hard work but fun

Khaedu is a TshiVenda word meaning challenge
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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 (preferably 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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Utilising a proven team based Action Learning
format for practical skills development
Source US Government analysis of training
efficiency, 2002
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Project Khaedu has 2 main componentsin some
departments a third leg has been added
Khaedu
Core Skills Development
Deployment to the coal face
Follow-up within a managers own department

• Supervised 5-day deployment to the Coal Face
• Participants analyse service delivery problems
  and write a short report

• Follow-up in the managers own environment
• Use Core Skills to solve a current delivery issue
• Facilitated process of continuous Action Learning

• Build Core Skills for solving service delivery
  problems
• 4.5 day course
• Case-based
• Very practical

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PROJECT KHAEDU AIM

• Project Khaedu was never designed to fix all of
  a departments problems in a two week
  intervention. It is primarily a management
  learning programme.
• An added bonus, however, has been a number of
  high quality deployment reports that some
  departments have made good use of (and others
  have not)
• In addition, there have been many instances of
  local Best Practices that could be made better
  use of at a departmental, provincial or even
  national level.

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Many excellent deployment assignments have been
completed in nearly all departments
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contents

• Brief Introduction to Project Khaedu and its aims
• Khaedu to date by the numbers ( compliance)
• Key lessons in delivering Khaedu
• Way forward

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Khaedu has been delivered to over 3,000 managers
in all nine provinces many National Departments
Note OTP Office of the Premier DCS Dept
Correctional Services SRAC Sports, Recreation,
Arts Culture
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The programme is rated very highly by
participants
Average 4.6
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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In a survey conducted one year after attending
Khaedu, all respondents would recommend the
programme
Source survey of Khaedu participants, May 2007
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However the attendance of SMS from national
departments has been mixed
Weighted avg for participation in Core 18
Core only
Weighted avg for participation in deploy 11
Attended Core Deployment
Estimated of SMS
171
33
69
16
50
49
67
101
66
76
76
83
91
69
60
85
10
436
147
Note number of existing managers is an estimate
based on Persal (admittedly not 100 accurate)
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with some departments either barely or not
participating at all
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Although the provinces by and large are doing
well
Weighted avg for participation in Core 51
Weighted avg for participation in deploy 29
Core only
Attended Core Deployment
Estimated of SMS
733
239
395
278
369
587
366
159
450
Note number of existing managers is an estimate
based on persal (not 100 accurate) NB the
estimate includes SMS in non-managerial roles
(e.g. specialist surgeon in health, not part of
the target market of Khaedu)
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Contents

• Brief Introduction to Project Khaedu and its aims
• Khaedu to date by the numbers ( compliance)
• Key lessons in delivering Khaedu
• Way forward

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Key lessons in delivering Khaedu

• Senior leadership (both political and
  administrative) is critical and has, in some
  instances, been lacking
• Computer, financial and generic numerical
  literacy remain a challenge
• The team based Action Learning approach seems
  both effective and popular
• There are many local Best Practices uncovered
  during Khaedu that should be replicated across
  the country
• However, there are a number of cross cutting
  issues that affect a number of departments

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Very few DDGs, DGs, have attended Khaedu
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Senior leadership support and follow up

• Only a few senior leaders have sought any form of
  feedback or Khaedu follow up sessions in their
  departments
• This has lead to significant frustration amongst
  those attending again, from the follow up
  survey
• 100 of respondents highlighted the need for all
  senior management to attend the programme
  (particularly HODs)
• Only 25 of respondents agreed with the
  statement
• Deployment findings are received by the right
  authority
• Only 8 of respondents agreed with the statement
• Deployments have sufficient follow-up by the
  host departments and/or the respective Provinces
  Premiers Office

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From the survey - what is your greatest concern
regarding Project Khaedu?
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Multiple sustained deployments to the same
area/deployment seem to have more impact than
isolated cases

• Department of Labour a number of local office
  visits have identified and documented Best
  Practices in office management that are now being
  developed into national guideline
• UIF again a number of visits well supported
  by the Commissioner and senior management - have
  uncovered significant opportunities to improve
  service that are being actioned
• Multiple deployments in Mpumalanga saw Cabinet
  Action taken in a number of areas
• Deeds Office multiple deployments have built
  upon each other to develop a robust plan for
  change across the entire department.

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The Good NewsSignificant potential value in the
Deployment reports
Perhaps one of the most exciting findings from
Khaedu deployments is the number of Best
Practices that are being uncovered across the
entire public service. Many of these are from
local managers innovating around process and
organisation to produce real, on the ground
results business unusual!
A challenge we face is to identify, codify and
replicate these at provincial, municipal and
national levels - quickly
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Best practice example 1Witbank Hospital queue mgt
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The outpatients process is efficient
Case presented to doctor
Doctor decides to see patient or refer
Checks vital signs
No
Patient arrives at hospital and goes to OPD
Has an appointment?
Joins the queue for screening
Yes
Issued with admin and colour
Receives file at clerks desk and pays
Checks vital signs
Consult with doctor
Take file to dispensary and queue to wait for
medicine
Collect medicine and return file
Total process 2-4 hrs (vs 6-8hrs in other
hospitals)
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and well supported
Queue marshal
Numbered queuing system
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Best practice example 2Addington Hospital
outpatients and records
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Despite the very high volumes of outpatients
(over 1,200 per day), Addington has instituted a
number of measures to manage this

• Good information regarding
• Status of the hospital and services available
• Where to go
• Rigorous and efficient screening process
• Separates PHC patients from appointment and
  emergency patients
• Very efficient medical records process

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e.g. patients receive information in their own
language
The voice of the voiceless a walk-about
sister ensures that all patients know where to go
and why they are waiting
Knowledgeable security guards at all entrances to
direct patients
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e.g. patients receive information in their own
language
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Medical records has developed a number of best
practices

• All O/patients have to have an appointment before
  they are seen at Outpatients
• All files logged out on the computer as soon as
  they are drawn
• All appointment patient files drawn 2 days prior
  to appointment
• Moved to respective clinics 1 day prior to
  appointment
• Colour coding system to prevent mis-filing
• Repeat prescriptions separated out and filed in
  separate area for rapid retrieval

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All files are logged out out on the computer as
soon as they are drawn
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All appointment patient files drawn 2 days prior
to appointment
Files ready to go to Medical Outpatients clinic
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All files are colour coded
to enable quick identification of misplaced files
Mis-placed files
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Repeat prescriptions are separated out and filed
in separate area for rapid retrieval
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Best practice example 3SASSA Makhado
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The Makhado Sub-District Office demonstrates best
practice in the grant application process
Applicant arrives at office
Screening and check relevant docs
Interview and fill in application form
Senior admin officer manually verifies approves
Data capturing
System verification and approval
Letter generated and given to beneficiary
Total cycle time 2 hours!!
Beneficiary collects 1st payment within next
payment cycle
Beneficiary collects card at pay point
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Best practice example 4Home Affairs Taung
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Customer Service is good with many initiatives to
improve service delivery

• Outreach programmes to improve accessibility of
  services
• Rural service points and Mobile Units
• Home Affairs go to Schools (ID registration of 15
  yr olds in advance)
• Track and trace system to inform clients about
  the status of their application
• Bar-code scanning of the application at each
  point in the process
• System sends automated SMS to client about the
  status of their application e.g. ID or passport
  application
• Good Liaison with Tribal Authority
• Special requests based on need

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The Not so Good News - there are a set of common
problem areas coming out of the Deployment reports

• Grouping them into the Khaedu Core Skills areas
• Processes
• Organisation and decision making
• People change management
• Budgets and financial controls

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1. Common process deficiencies
Core processes
Support processes
Management processes

• Weak core processes E.g. Home Affairs ID book
  production, outpatient capacity management in
  many hospitals
• Limited effort to understand and balance
  resources within core processes to avoid
  bottlenecks E.g. SASSA staffing requirements vs
  volumes of actual work, social worker and
  magistrate capacity for Foster Grants

• Support processes that dont support E.g.
  Procurement in agriculture, recruiting in
  general, disciplinary process in general

• Failure to adhere to any form of Corporate
  Calendar
• Far too many ad hoc critical meetings that eat
  up management time and produce little measurable
  output

Note Please see deployment reports for more
detail
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2. Common organisation/delegation deficiencies
(this is viewed as one of the biggest constraints
to improvement in service delivery)

• Weak or non-existent delegations are very common
• Organisation design very old-fashioned and
  hierarchical little or no evidence of modern
  team based structures
• Top heavy structures with many more SMS in Head
  Office roles versus delivery in the line E.g.
  Provincial Offices of the Premier, education
  department
• Matrix organisational layers (Head Office,
  Region, Area, Operating Unit) that deliver little
  value and largely act as post boxes E.g. DCS,
  SAPS, (now undergoing major reform), Education,
  SASSA
• Very high ratio of support staff to line
  delivery E.g HR twice the norms but everything
  much slower

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The local office has no delegation of authority
We cannot even authorise to get a car tyre
puncture fixedwe have to phone the transport
office, the transport office has to phone the
service provider, the service provider then needs
to get clearance from the district againour
vehicles are sometimes off the road for 1 week
for very small problems
We cannot do anything on maintenance except
inform the district office, which we have already
done (regarding the grounds and the toilets).
The municipality says that it is the
responsibility of Public Works, Public Works says
it is the responsibility of the Municipality
but nor does the district office
The budget is all handled at provincial head
office so we just pass on the requests of the
local office to the head office
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3. Common people and change management
deficiencies

• Engagement with organised labour could improve.
  E.g. DCS, Home Affairs
• Head Office not listening to line managers, but
  planning in a bubble
• Limited understanding / recognition of the real
  complexities involved in major change programmes
  and therefore not planning adequately
  (particularly around critical HR issues)
• Inconsistent implementation across offices in the
  same organisation and province E.g. SASSA,
  licensing offices, Home Affairs
• Lack of proper HR Systems and Procedures key in
  undermining the Batho Pele Culture

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4. Common budget and financial control
deficiencies

• Lack of basic training in practical financial
  management for all senior managers E.g. Variance
  analysis
• Weak numeric problem solving skills among some
  managers that undermines most efforts to analyse
  and solve delivery problems
• MTEF budget cycles and critical support processes
  not aligned E.g. procurement at DCS (3-year MTEF
  planning cycle, 1-year procurement cycle where
  90 of purchases are repetitive e.g. uniforms)
• Insufficient or poorly delivered training in
  basic use of computers and critical programmes
  such as Excel (70 of Khaedu attendees are
  functionally illiterate users of their laptops)

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Contents

• Brief Introduction to Project Khaedu and its aims
• Khaedu to date by the numbers ( compliance)
• Key lessons in delivering Khaedu
• Way forward

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Process flow of Khaedu strategy new environment
Departments

• Pay for training, deployment costs
• Participate in Steering Committees
• Implement and monitor recommendations of reports
• Appoint service providers to address service gaps
  if necessary
• Use Public Service week to monitor service gaps

Reports (deployment and monitoring)
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Suggested Next Steps

• Reinforce the importance of attending Project
  Khaedu from the top down more dedicated HoDs
  DGs
• Improve the follow up to deployment reports the
  respective departments must take accountability
  and follow up visits should be scheduled
• Encourage sustained interventions that can create
  institutional momentum and build up a
  comprehensive plan of action
• Ensure the use of Khaedu problem solving skills
  in strategic planning and service delivery
  improvement plans through dedicated follow-up and
  feedback sessions in each department

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THANK YOU