Project ShandukaProject ShandukaBriefing of the Labour Select Committee
27 February 2013
• Fact finding mission and consultative process by DG on the 7th July 2011 until 5th September 2011
• The provincial visits highlighted numerous issues to be addressed by the Departmental leadership
• Some of the critical issues raised were the following:
BACKGROUNDBACKGROUND
SOME OF THE KEY CHALLENGES IDENTIFIED DURING THE DG’s ROADSHOWS
CHALLENGES IDENTIFIEDCHALLENGES IDENTIFIED
SOME OF THE KEY CHALLENGES IDENTIFIED DURING THE DG’s ROADSHOWS
• CHALLENGES IDENTIFIEDCHALLENGES IDENTIFIED
SOME OF THE KEY CHALLENGES IDENTIFIED DURING THE DG’s ROADSHOWS
• CHALLENGES IDENTIFIEDCHALLENGES IDENTIFIED
SOME OF THE KEY CHALLENGES IDENTIFIED DURING THE DG’s ROADSHOWS
• CHALLENGES IDENTIFIEDCHALLENGES IDENTIFIED
SOME OF THE KEY CHALLENGES IDENTIFIED DURING THE DG’s ROADSHOWS
• CHALLENGES IDENTIFIEDCHALLENGES IDENTIFIED
SOME OF THE KEY CHALLENGES IDENTIFIED DURING THE DG’s ROADSHOWS
• CHALLENGES IDENTIFIEDCHALLENGES IDENTIFIED
SUMMARY OF PROBLEM STATEMENTSUMMARY OF PROBLEM STATEMENT
““The Department is not functioning as a The Department is not functioning as a single entity and there is generally a lack of single entity and there is generally a lack of uniformity in how it is currently configured. uniformity in how it is currently configured. There is duplication of functions, dilution of There is duplication of functions, dilution of core and support functions, tendency to core and support functions, tendency to resort to piece meal approach when dealing resort to piece meal approach when dealing with Organisation structure matters and with Organisation structure matters and sub-optimal allocation and distribution of sub-optimal allocation and distribution of human resources and service delivery human resources and service delivery points in the Organisation and the country points in the Organisation and the country respectively. The Department is not respectively. The Department is not configured for faster and efficient service configured for faster and efficient service delivery” delivery”
THE DEPARTMENT’S RESPONSETHE DEPARTMENT’S RESPONSE
The need to conduct an Organisational review exercise using the services of an external service provider. To cover all nine provincial offices, Head Office and the two Funds.
It was thus found necessary not just to deal with the symptoms of the problems but with root causes too and hence...
THE DEPARTMENT’S RESPONSETHE DEPARTMENT’S RESPONSE
The aim of the Project has always been and is still to…
Organisational Review process would thus guarantee a more sustainable solution since it deals with root causes and systemic challenges of the DoL
OVERALL AIM OF THE PROJECTOVERALL AIM OF THE PROJECT
• The aim of this project is therefore not limited to just providing a sustainable solution to all the problems that were uncovered by the fact finding mission to our provinces, Branches and programmes but is mainly also aimed at dealing with root causes and systemic issues pertaining to the identified problems with a view to galvanise the DoL into a single efficient entity designed and geared for improved service delivery.
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EXTERNAL SERVICE PROVIDEREXTERNAL SERVICE PROVIDER
EXTERNAL SERVICE PROVIDEREXTERNAL SERVICE PROVIDER
• To get an opportunity to work with a team of Consultants that has International experience, connections and exposure on Organisational Design and Change Management strategies and tactics.
• To achieve objectivity, impartiality and fairness - thus buy-in from staff.
• Create an environment and opportunity for skills transfer for some of our staff in the DoL.
EXTERNAL SERVICE PROVIDEREXTERNAL SERVICE PROVIDER
All SCM processes and procedures have been followed All SCM processes and procedures have been followed without deviation resulting in the appointment of:without deviation resulting in the appointment of:
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SERVICE PROVIDER IN USE FOR THIS PROJECTSERVICE PROVIDER IN USE FOR THIS PROJECT
• Deloitte & Touche Consulting!!Deloitte & Touche Consulting!!• Deloitte & Touche Consulting Deloitte & Touche Consulting officially officially commenced on the commenced on the 3 September 20123 September 2012
SUPPLY CHAIN MANAGEMENT (SCM) SUPPLY CHAIN MANAGEMENT (SCM) PROCESSES AND PROCEDURESPROCESSES AND PROCEDURES
All SCM processes and procedures have All SCM processes and procedures have been followed without deviation as been followed without deviation as
shown in the Gant Chart that follows:shown in the Gant Chart that follows:
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SUPPLY CHAIN MANAGEMENT (SCM) PROCESSES SUPPLY CHAIN MANAGEMENT (SCM) PROCESSES AND PROCEDURESAND PROCEDURES
SEQUENCE OF EVENTS FOR THE PROCUREMENT PROCESSSEQUENCE OF EVENTS FOR THE PROCUREMENT PROCESS
Sub Project Project Amount
2012
Project Amount
2013
Project Amount
2014 Project Title: Project Shanduka (Organisation Review and Design)
1. Professional fees (Phase I) R10,441,431.00
2. Professional fees (Phase II) R15,131,569.00
TOTAL
R25,573,000.00
PROJECT COSTPROJECT COST
PROJECT DELIVERABLES AND PROJECT DELIVERABLES AND PROGRESS (PHASE I & II)PROGRESS (PHASE I & II)
PHASE I OF PROJECT SHANDUKA OF PROJECT SHANDUKA (1 Sept 2012 – 31 June 2013)(1 Sept 2012 – 31 June 2013)
Change management implementation and skills transfer
30 Oct 12 30 March 13 30 April 13 31 April 13 28 May 13 28 May 13 31 JUL 1331 JUL 13
Change management strategy and action plan -
DoneDone
Business strategy and
Service delivery model – in – in progressprogress
Business process
mapping and improvement thereof – In – In progressprogress
Report on optimum number, size, geographical
spread and location of service
delivery points (including workload
assessment) -In In progressprogress
Organisational structure I&II, job profiling and job evaluation - In In
progressprogress
Implementation plan for approved recommendations Not started yetNot started yet
(I)
PHASE IIPHASE II OF PROJECT SHANDUKA OF PROJECT SHANDUKA (1(1STST JULY 2013 – 31 DEC 2013) JULY 2013 – 31 DEC 2013)
1 Aug 13 –Oct 13 End of Oct 13 End of Dec 13 End of Jan 14 End of Feb 14
Skills audit, current employee placement
and HR Planning report -Not started Not started
yetyet
Report with recommendations on
automated Organisational and
individual performance
management system - Not started yetNot started yet
Organisational culture – current and
proposed situation - Not started yetNot started yet
Succession planning and talent management
system report with recommendations - Not Not
started yetstarted yet
Implementation of all approved
recommendations (II) - Not started Not started
yetyet
Change management implementation throughoutChange management implementation throughout
PROJECT METHODOLOGY AS USED BY PROJECT METHODOLOGY AS USED BY DELOITTE CONSULTING DELOITTE CONSULTING
© 2013 Project Shanduka26
Project Shanduka: Phase 1
Sep 12 Oct 12 Nov 12 Dec 12 Jan 13 Feb 13 Mar 13 Apr 13 May 13 Jun 13
As-Is Assess-
ment
StrategyArticu-lation
Conceptual Model
Organisation Structures I: Roles & Reporting lines
To-Be Business Process I
To-Be Business Process II
Organisation Structures II:
Job profiles & Evaluations
ImplementRecommendations
ChangeStrategy
Results Management Office
Implement Change management Strategy
What is the plan of action and how are we progressing against plan?
Deloitte & Touche Consulting’s Methodology and progress against it (Phase 1)
A single seamless and integrated Department of Labour
Enhanced integration, coordination, and alignment of services,
This project works closely with the ICT Chief Directorate.
EXPECTED IMPACT OF THE PROJECTEXPECTED IMPACT OF THE PROJECT
Improved service deliveryImproved service delivery
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EXPECTED IMPACT OF THE PROJECT ON EXPECTED IMPACT OF THE PROJECT ON SERVICE DELIVERYSERVICE DELIVERY
SUMMARY OF KEY POINTS (Cont..)SUMMARY OF KEY POINTS (Cont..)
• Project Shanduka (Organisational Review and Design) is a Project Shanduka (Organisational Review and Design) is a direct response to issues that were raised by staff in the DoL direct response to issues that were raised by staff in the DoL during the DG’s fact finding mission in 2011.during the DG’s fact finding mission in 2011.
• The use of Deloitte & Touche Consulting ensures objectivity, The use of Deloitte & Touche Consulting ensures objectivity, impartiality and fairness.impartiality and fairness.
• Though the Consultants started on the 3Though the Consultants started on the 3rdrd September 2012 September 2012 the Project is still on track.the Project is still on track.
• Consultative processes and engagement with staff and Consultative processes and engagement with staff and organised labour are key to project Shanduka.organised labour are key to project Shanduka.
• All SCM processes and Procedures were followed without All SCM processes and Procedures were followed without deviationdeviation
SUMMARY OF KEY POINTSSUMMARY OF KEY POINTS
• This Project will improve service delivery (in terms of speed, This Project will improve service delivery (in terms of speed, quantity and quality) at our service delivery points and will quantity and quality) at our service delivery points and will thus benefit our citizens.thus benefit our citizens.
• Project Shanduka will further benefit staff as it will in a long Project Shanduka will further benefit staff as it will in a long term transform the DoL into an Employer of choice and a term transform the DoL into an Employer of choice and a learning organisation.learning organisation.
• Organisation Culture and Climate will improve in a long run Organisation Culture and Climate will improve in a long run and this will result in enhanced morale levels of our staffand this will result in enhanced morale levels of our staff
• There is going to be return on investment and value for There is going to be return on investment and value for money if one considers the impact and benefits of this money if one considers the impact and benefits of this project.project.
THANK YOU!THANK YOU!