Transcript No Slide Title

Welcome to the
Batho Pele Change
Management Engagement
Programme
“Train the Trainer”
DAY 1
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Welcome & purpose of training
Introduction & Expectations
Who are we (MPSA)?
Objectives of the workshop
Strategy for the Programme
The Context of Transformation and Service
Delivery
• The Batho Pele Revitalsation Programme
• Batho Pele Principles
• Batho Pele Belief Set
2
DAY 2
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Recap of previous day
Video and exercise on Batho Pele Heroes
Belief Set and link with Batho Pele Principles
Organisational Culture
Teams and Team Work
Drumming
Managing Change
Service Delivery Improvement Plans
Cascading BP - Implementation Strategy
3
DAY 3
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Recap of previous day
Presentation by teams
Stop-start exercise
Benefits and Concerns Exercise
Review of expectations
Roll-out strategy (Way Forward)
Concluding Remarks
4
INTRODUCTION &
EXPECTATIONS
5
Quote by the first President
“…2010 shall be a year of action, We need public servants who are dedicated,
capable and who care for the needs of citizens…. Government must work faster,
harder and smarter”. ‘We are building a performance-oriented state, by improving
planning as well as performance monitoring and evaluation…..and should be
committed to five priorities (five plus two):
– education,
– health,
– rural development and
– land reform, creating decent work, and fighting crime, In addition,
– improve the effectiveness of local government, infrastructure development and
human settlements.
“…The public service has to respond to the call to .....improved State
performance”.
President Jacob Zuma: 2010 SONA
6
MINISTRY FOR PUBLIC SERVICE
AND ADMINISTRATION (MPSA)
MPSA
GEMS
Medical Aid
DPSA
CPSI
DEVELOP
POLICIES
PALAMA OPSC
TRAINING
MONITOR
&
EVALUATE
SITA
INNOVATION
IT
7
Quote by Minister
“…..we need to build on the established foundations of
a professional public service, its management culture,
its efficiency and its capacity to serve our people
effectively. …..We have reached a stage of consolidating
Batho Pele and we should entrench it as our way of life,
thus more there is a need shift to implementation. "
- Honourable Minister of Public Service and Administration, Richard
Baloyi: 2008 Batho Pele Learning Network
8
Objectives of the Workshop
•To orientate officials to the spirit and practice of Batho
Pele ethos in order to:
– Deepen the understanding of Batho Pele as a service delivery
policy
– Change the culture / behaviour / attitudes of public servants
– Deal with resistance to change
– Embrace the Batho Pele Belief Set “We belong, We care, We serve
– Ensure the Belief Set & Principles are rolled out throughout the
public service – by you training them!!!
– Motivate officials to go beyond the call of duty
– Promote the slogan dubbed : TOGETHER BEATING THE DRUM
FOR SERVICE DELIVERY
9
Strategy for the Programme
The Change Management Engagement
Programme has been dubbed:
“Together Beating the drum for
Service Delivery”
10
Strategy Cont…..
The Theme:
“Together Beating the drum for Service
Delivery”
• To create excitement about the programme - inspirational
• To call all public servants to take urgent action to deliver
effective an efficient services (drum is powerful African
tool)
• To call all public servants to embrace the spirit and practice
of the Belief Set and be excited about it!
• The rhythm and vibrancy associated with the beating of the
drum indicated high levels of commitment and energy in
our work to delivery quality services
• The beating of the drum is usually associated with
celebrating triumph
11
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“Together Beating the Drum for Service
Delivery”
This is all about service delivery!!!!
•It is about working together as teams
•We need to sing from the same hymn sheet
•There must be harmony, rhythm & integration in our
work teams
•If we don’t understand each other there will be no
rhythm and we will be disorganised, fragmented and
in our silos
13
The Context of
Transformation and
Service Delivery
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The transformation Imperative
RULES
OLD PUBLIC
SERVICE
PRE-1994
TRANSFORMATION
NEW
PUBLIC
SERVICE
POST-1994
RESULTS
DRIVEN
BOUND
15
The Regulatory Framework
RDP White
Paper, 1994
PSC Act,
1997
Public Service
Laws Amend
Acts 97/98
Public Serv
Act of 1994
PRE-1994
PUBLIC
SERVICE
PS Amend
Act, 1999
PFMA
1999
AJA 2000
Constitutio
n of 1996
W/Paper on
Transf the PS
-1995
Service
Delivery
TRANSFORMATION
W/Paper Trnsf
PS Del Batho
Pele, 1997
Municipal
Systems Act,
Act, 2000
Promotion of
Access to
information
Act, 2000
POST-‘94
PUBLIC
SERVICE
P/Service
Regulations
, 2001
RESULTS
DRIVEN
SERVICE
DELIVERY
16
The Constitution, 1996 (Chapter 10)
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A high standard of professional ethics must be promoted and
maintained.
Efficient, economic and effective use of resources must be
promoted.
Services must be provided impartially, fairly, equitably and without
bias.
People’s needs must be responded to, and the public must be
encouraged to participate in policy-making.
Public administration must be accountable.
Transparency must be fostered by providing the pubic with timely,
accessible and accurate information.
Clause 9 makes reference to prohibition of unfair discrimination on
the basis of disability.
17
Extract from the preamble of The
Constitution, 1996 (Act No 108 of 1996)
“Improve the quality of live of all citizens and
free the potential of each person…….”
18
The White Paper
on the Transformation of the Public Service
(WPTPS), 1995
To establish a policy framework to guide the introduction and
implementation of new policies aimed at transforming the SA
Public Service
This policy sets out 8 transformation priorities, amongst
which Transforming Service Delivery is regarded as key.
This policy also declares that the Public Service should be…
•People-centric
•People must come first
•Batho Pele “ A better life for all”
19
Vision and Mission of the SA Public Service
VISION
“Continually to improve the lives of the people of South Africa
by a transformed public service, which is representative,
coherent, transparent, efficient, effective, accountable and
responsive to the needs of all.”
MISSION
“The creation of a people-centered and a people-driven public
service that is characterized by equity, quality, timeousness
and a strong code of ethics.”
White paper of the Transformation of the Public Service, 1995
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White Paper on Transforming Public Service
Delivery (Batho Pele, 1997)
To provide a policy framework and practical
implementation strategy for the improvement of
service delivery - applicable to all employees of the
public sector (par. 2)
The Batho Pele White Paper set out 8 principles that
must be adhered to for the transformation of Public
Service delivery
To provide a strategy on how to improve access to
public services to all citizens, inclusive of people with
disabilities.
21
What is Batho Pele?
• An initiative to get public servants to be service
orientated;
• Strive for excellence in service delivery;
• Commit
to
continuous
service
delivery
improvement;
• Allows customers to hold public servants
accountable for the type of services they deliver;
and
• Citizen orientated approach to service delivery
informed by the 8 principles
22
WHY A BATHO PELE SPECIFIC POLICY?
• To ensure that all Employees adhere to the
Principles of Batho Pele and be more accountable
to citizens
• To have a customer-centric approach to equitable
service delivery
• To improve service delivery
• To build effective relationships with the end users
of public service
23
Minister for Public Service and
Administration
"… The department of Public Service &
Administration must be used as an important
point of reference in complementing the
foundation lain by the Constitution in determining
the non negotiables in the public service."
Richard Baloyi Minister for Public Service &
Administration @the 8th BPLN in Durban in 2009
24
Guide for Public Servants
•
The Constitution sets out basic values such as:
– Human dignity, achievement of equality and the advancement of human
rights and freedoms
– Non racialism and non sexism
– Supremacy of the constitution and the rule of law
– Universal adult suffrage…..government to ensure accountability,
responsiveness and openness
and principles governing public administration in chapter 10
• The Public Service Act complements the foundation laid by the
Constitution in determining the non negotiables in the public service
• Code of conduct and Batho Pele as a service delivery policy
25
Non Negotiables
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“SERVE THE PEOPLE” values and principles
“Live by a High Standard of Professional Ethics ”;
A) Integrity - Credibility
B) Honesty - Incorruptible
C) Dedication – Hard working
D) Passion - Love
E) Commitment - Belief
F) Distinction – The extra mile
G) Quality - Satisfaction
26
Non Negotiables (cont)
•
•
•
•
Government as the employer has the responsibility to
– create a conducive workplace environment to boost morale of public
servants
– set national norms and standards through decent work, fair benefits and a
living wage to attract, retain and continue motivating employees
– pursue redressing the imbalances by responding to demographics and
investment of infrastructure and resources (education, health etc)
– become more responsive to the needs of workers and
Trade unions must be created to address the achievement of the “conducive
morale boosting environment” – providing public servants with accurate agreed
upon decisions pertaining to labour.
Trade unions as a strategic partner should drive the process of improved
qualitative delivery in the public service and must be viewed as such at all
levels.
Trade unions should provide leadership in a process which is shaping the public
service by fostering buy-in into “Batho Pele” and “High Ethical Standards”
27
The Batho Pele Vision
28
Promotion of Access to Information Act (Act
2 of 2000)
People have the right to access information
held by the State
It forces Government to foster a culture of
transparency and accountability which
enables the public to exercise their rights
29
The Municipal Systems Act, 2000 (Act 32 of
2000)
• Social and economic upliftment of communities and
universal access to affordable basic services.
• Section 41 requires municipalities to set measurable
performance targets in respect of its development
priorities and objectives.
• Section 42 requires municipalities to involve the local
community in the development, implementation and
review of its performance and to allow participation in
the setting of performance indicators and targets.
• Section 44 determines that a Department must make
known to the general public its key performance
indicators and targets.
30
The Public Service Regulations, 2001
Part III, paragraph C of the Public Service Regulations (PSR)
also advance the implementation of Batho Pele principles by
providing regulations for the development of Service Delivery
Improvement Programmes (SDIPs) by all departments.
Part III.C.1 - an executing authority shall establish and sustain a
service delivery improvement programme for his or her
department; and
Part III.C.2 - an executing authority shall publish an annual
statement of public service commitment which will set out the
department’s service standards that citizens and customers can
expect and which will serve to explain how the department will
meet each of the standards
31
The Batho Pele
Revitalisation
Programme
32
Background to Batho Pele Revitalisation
Programme (2)
• BP Policy has been enthusiastically received actual implementation has been slow
• Need to go beyond eight principles - Should
introduce mechanisms to support the eight
principles, e.g. flagship projects
• Absence of basic requirements in departments, e.g.
service standards, signage, redress mechanisms
• BP regarded as an add-on and NOT integral part of
day to day functions
33
Revitalisation of BP: Towards a framework
Client interface
Thusong Service Centres (MPCCs)
Front office
Internal
Communication
 Staff focus
Change Engagement
Programme
Culture
Ethics
Professionalism
 Organizational culture
 Morale
External
Communication
Back Office
Structure
Systems
Processes
 Customer focus
 Consultation
 Information
34
Cabinet Directive to Roll-out Batho Pele
In 2004 Cabinet approved that Batho Pele be
implemented and promoted according to 4 key themes,
namely:
•Taking Public Services to the People;
•Know your Service Rights Campaign;
•Putting People first; and
•Mainstreaming, institutionalising, sustaining and
fostering accountability for the implementation of
Batho Pele.
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Batho Pele Revitalization Strategy
Taking Public Service to the People
Know Your Service Rights Campaign
•Cascading BP to Local Government
•Single Public Service
•Public Service Week
•Signage & flexi hours
•Africa Public Service Day
•Know Your Service Rights Project
Putting People first
•Service Delivery Watch
(unannounced visits)
•Khaedu
Mainstreaming & Institutionalising
Batho Pele
•BP Change Engagement Programme
•BP Learning Networks
•SDIPs
36
Objectives of Public Service Week
• Joint effort by senior managers to address service
delivery issues and backlogs at service points of
service delivery intensive institutions;
• To enhance the quality and efficiency of public
service;
• To ensure multi-skilling of public service cadres in
all layers.
37
Objectives of Public Service Week
• Joint effort by senior managers to address service
delivery issues and backlogs at service points of
service delivery intensive institutions;
• To enhance the quality and efficiency of public
service;
• To ensure multi-skilling of public service cadres in
all layers.
38
Objectives of Khaedu
• To remove SMS members from their traditional
comfort zone;
• To give them the opportunity to understand how
their policies are received on the ground; and
• To ensure that SMS members lead from the front in
terms of the implementation of the Batho Pele
Principles and Belief Set.
39
Objective of APSD
• Debates by politicians academics and public
servants
on
public
service
delivery
challenges;
• Recognition of the working conditions and
the quality of officials who devote their lives
to diligently serve the public;
• Serves as a platform to showcase and reward
good initiatives and achievements.
40
Access Strategy
• Aims to facilitate improvements in the delivery of
services through channels such as:
–
–
–
–
Thusong Service Centres
Health & policing mobile units
CDW Programme
The use of intermediaries such as banks and retail chains
• To assist departments in adopting a citizen-centred
approach to service delivery
41
Know Your Service Rights Campaign
• To ensure that the majority of citizens are educated and well
informed of government services
• To ensure that citizens are aware of various media to use when
their rights have been infringed upon by public service officials
– how to seek redress
• Means & institutions for exercising such rights are made public
• To build relationship between the public service and the general
public – need to be responsive to the needs of citizens
• Empower Citizens and Enhance Government Accountability
42
Putting the campaign into context
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•
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What rights do South Africans have
What gives effect to these rights
How does BP protect and promote these rights
How to access the public services
How to lodge a complaint if your rights are
infringed upon
• What to do if you are not satisfied with the way
your complaint is handled
• Understanding government’s commitment to
protecting citizens’ rights
43
KYSR Booklet
Where services are concerned, the booklet will
explain:
• the law(s) that govern the provision of those
services,
• the cost linked to the provision of the service,
• supporting documents needed in order for the
service to be provided,
• relevant redress process to follow when your
rights have been violated,
• contact details of service points where these
services are provided
44
What are our Rights?
45
Batho Pele Principles
46
Minister for Co-operative
Governance
"… More attention will be paid to uprooting corruption
….as it hampered service delivery, …."We will make sure
that we do not fail the people …..Officials who are not
prepared to work for the people must change their
attitudes or they must ship out.” We will remove all
obstacles that will seek to hinder our progress on turning
around this municipality."
Co-operative Governance Minister Sicelo Shiceka @Siyathemba
township, the site of violent service delivery protests on 18-Feb-2010
47
Who is directly implicated by the
Batho Pele White Paper
This White Paper is directly applicable to:
• national and provincial, which are regulated by the
Public Service Act, 1994.
However, it is relevant to all areas and employees of the
public sector regulated by other legislation, such as:
• local government and parastatals,
• teachers in education departments, as well as the
• South African Police Service,
• South African National Defence Force and
• the Intelligence Services.
48
The people must come first: the 'customer'
concept
How to treat citizens as customers
To treat citizens as 'customers' implies:
• listening to their views and taking account of them in
making decisions about what services should be
provided;
• treating them with consideration and respect;
• making sure that the promised level and quality of
service is always of the highest standard; and
• responding swiftly and sympathetically when
standards of service fall below the promised
standard.
49
BATHO PELE PRINCIPLES
Consultation
Service Standards
Access
Courtesy
Information
Openness and transparency
Redress
Value for Money
Group Work
Provide a definition for each principle as your
understand it
 List some ideas /examples of how the 8 Batho Pele Principles can
be applied in your work situation. Highlight Consultation and cover
everything possible about it, and
 How do you understand the concept: The people must come
first-the 'customer' concept - What it meant by “treat citizens
like customers?”
 How does the public perceive the public service?
Break in groups
Report back to class
20 minutes for exercise
51
Consultation
All national and provincial departments must,
regularly and systematically, consult not only
about the services currently provided but also
about the provision of new basic services to those
who lack them.
Consultation will give citizens the opportunity of
influencing decisions about public services, by
providing objective evidence which will determine
service delivery priorities. Consultation can also help
to foster a more participative and co-operative
relationship between the providers and users of
public services.
52
Cont..
• All stakeholders should be
consulted on the nature,
quantity and quality of
services to be provided in
order to determine the needs
and expectations of the end
users.
• Citizens can be consulted
through the following:– Customer surveys
– Campaigns
– Izimbizo
– Workshops
53
CONSULTATION METHODS
Citizens can be consulted through the following:Customer Satisfaction Surveys (how
many per year, how does it help in
SD improvement
Campaigns on service delivery (Are
they done/, how often? etc
Izimbizo (how often? How do the
citizens get feedback after how
long? etc.
Workshops (on what; how do they
benefit/improve SD?
News-letters, websites, internet; intranet etc
• Consultation must
cover the
entire range of existing & potential
customers;
• Consultation should include
previously disadvantaged ito
access to public services; due to
geography, language barriers, fear
of authority;
• Consultation process should be
undertaken sensitively (pers info) ;
• The results of the consultation
process must be reported to the
relevant Minister/MEC/ Mayor/MM
Executing authority and the
relevant Portfolio Committee, and
made public, for example through
the media;
• Results must be publicised int staff
be aware of how their service are
perceived
IMPLEMENTATION STRATEGY
1.
2.
3.
4.
5.
6.
7.
8.
Identity the customers
Establish the customer's needs and priorities
Establish the current service baseline
Identify the 'improvement gap'
Set service standards
Gear up for delivery
Announce service standards; and
Monitor delivery against standards. and publish
results
THE DPSA’S ROLE/ MANDATE
1. provide leadership and expert advice on an ongoing basis to guide
and support departments' implementation programmes
2. assist in capacity building. In conjunction with PALAMA
3. ensure that key line and staff officials within departments
are assisted to develop expertise and share good practice.
CONT
• Consultation must be
conducted
intelligently – avoid
raising
unrealistic
expectations;
rather, instead
reveal where
resources and
effort should be
focused (priority).
• The outcome should
be a balance
between what
citizens want and
what could be
realistically
afforded
END RESULTS
•
Evidence for proper
consultation
•
Evidence for improved
service delivery
&
What impact does proper
consultation have on
other principles?
•
56
Service Standards
Citizens should be told what
level and quality of public
services they will receive so
that they are aware of what
to expect
•Service charters
•Strategic plans
•Booklets with standards
•Service level agreements
57
Access
All citizens should have equal access to the
services to which they are entitled, e.g.
• Decentralized offices (MPCC, one stop
shops etc)
• Extended business hours
• Indigenous languages & service charters
displayed
• Improved service delivery to physically,
socially and culturally disadvantaged
persons
• Signage must be clear and helpful
• All frontline staff should wear name tags
58
Ensuring Courtesy
Citizens should be treated
with courtesy and
consideration e.g. tools,
measurements & systems
put in place to effect
customer care - customer
care units & staff
Right attitude!!
59
Information
Citizens should be given full, accurate information
about the public services they are entitled to
receive e.g.
• Braille and functional sign language, help
desks, brochures, posters, press
• Information to be available at service
points, in various official languages.
• Weekly newsletters from the Municipal
Managers
• Frontline staff training
• Induction training is made compulsory to
all new employees
60
Openness & Transparency
•
•
•
•
Citizens should be told how
departments are run, how much
they cost and who is in charge
The Customer should know who
the Head of the Unit is
The management must be
transparent and open to all staff
members, e.g. appointment
circulars
Regular staff meetings with
Management must be encouraged
61
Redress
• Establish a mechanism for
recording any public
dissatisfaction, e.g. toll-free
number, suggestion boxes &
customer satisfaction
questionnaires
• Each Unit must have a
complaints handling system in
place
• Staff must be trained to handle
complaints fast & efficiently
62
Value for Money
•Public services should be provided economically and efficiently
in order to give citizens the best possible value for money e.g.
– the use of expenditure controls,
– improved internal controls (e.g. private use of phones,
budget reviews)
– Costs per unit of services delivered
•Maximizing value as perceived by the citizen.
•Optimally balancing efficiency, effectiveness, and economy
within the constraints of public expenditure management.
•Ensuring that services are accessible, appropriate, and
adequate to meet citizens’ needs.
•Eliminating wasteful and unnecessary expenditure, and
procedures.
63
BATHO PELE PRINCIPLES
Consultation
Service
Standards
Courtesy
Access
Information
Batho
Pele
Openness &
Transparenc
y
Redress
Value for
Money
How is the Public Service perceived?
The Public Service is currently perceived as
being characterised by:
 inequitable distribution of public services, especially in rural
areas,
 lack of access services,
 lack of transparency and openness and
 consultation on the required service standards,
 lack of accurate and simple infommation on services and
standards at which they are rendered,
 lack of responsiveness and insensitiveness towards citizens'
complaints, and
 discourteous staff.
65
WHY SHIFT/REFOCUS: INTRODUCTION OF BATHO
PELE IMPACT ASSESSMENT (BPIA)
•
Key principle: impact assessment of BP policy: New approach
three-fold:
– Allocation of BP principles to provinces.
– Dedicated monthly themes in line with govt priorities.
– Excellence awards programme.
66 66
Batho Pele Belief Set
67
The Batho Pele Vision
68
Batho Pele Vision & Belief Set
The vision of Batho Pele that is expressed through a Belief
Set, “We Belong, We Care, We Serve”.
It is important to note that the Belief Set is not meant to
replace the 8 Batho Pele principles but instead to re-enforce
them.
The Belief Set should rather serve as a value system that all
public servants should identify with and embrace in their
quest to provide essential services to their clients.
It is our corporate identity!
69
Translating the Belief Set into Action…..
Creating a better life for all by putting people first will be achieved
by:
•Engaging Employees
- We belong because we are recognized and rewarded for living
Batho Pele
•Caring for Customers
- We care because we are devoted to doing the job until it is done,
ensuring that we deliver beyond customer expectations
•Servicing the Public
- We serve by delivering an experience to look forward to that
offers world class integrated service delivery for all South Africans
70
The Batho Pele Belief Set
71
Group Work
• Each team is allocated one of the “beliefs set factor”
• Teams to generate practical ideas/activities in order
to relate the Belief to your day-today experiences
• Teams must indicate what principles (choose 3
principles) belong to the belief factor.
• Teams are allocated 10 minutes to generate ideas
72
WHAT ARE YOUR IDEAS ON
“WE BELONG”…?
73
The Batho Pele Belief Set
Looking after our people by…
•Creating a sense of belonging among public servants
•Creating a culture of collaboration - encourage team work
amongst public servants
•Building a learning Organisation - allowing flexibility to learn
•Fostering partnerships with recipients of our services
•Responds to the needs of the public and thereby “Putting People first”
The result = proud to serve
74
“We Belong” with principles
Access: Offering integrated service delivery
Openness and Transparency: Creating a
culture of collaboration
75
WHAT DOES “WE CARE” MEAN
TO YOU…?
76
The Batho Pele Belief Set
Looking after our internal & external customers by…
•
•
•
•
•
Listening to their problems
Addressing their problems
Apologizing when necessary
Delivering solutions – e.g. facilities for citizens with special needs
Treating the public with dignity and respect
The result = proud to serve
77
“We Care” with principles
Consultation: Listening to customer problems
Redress: Apologizing when necessary
Courtesy: Service with a smile
78
WHAT DOES “WE SERVE” MEAN
TO YOU…?
79
The Batho Pele Belief Set
Creating a better life by…
•Anticipating customer needs – customer surveys on what services
they would want to receive
•Offering integrated service delivery – e.g. Thusong Service
Centres (MPCCs)
•Going beyond the call of duty
•Embracing innovative and smart ways of working
The result = proud to serve
80
“We Serve” with principles
Service standards: Anticipating customer needs
Information: Going beyond the call of duty
Value for money: Delivering solutions
81
BELIEF SET AND LINK WITH
BATHO PELE PRINCIPLES
82
The Batho Pele Belief Set as the
pillars of the 8 principles
Access: Offering integrated service delivery
Openness and Transparency: Creating a
culture of collaboration
Consultation: Listening to customer problems
Redress: Apologizing when necessary
Courtesy: Service with a smile
Service standards: Anticipating customer needs
Information: Going beyond the call of duty
Value for money: Delivering solutions
The result = proud to serve
83
BATHO PELE
Organisation
cares about us
as human
beings and not
just as workers
It’s about
serving your
customers with
pride and going
the extra mile
It’s about looking
after our internal
and external
customers
84
VIDEO OF HEROES
About some individuals who have made a
contribution to bettering the lives of other
people
85
South African Social Attitudes Survey
Batho Pele:Season of discontent – A study David Hemson and
Benjamin Roberts
Some of the highlighted issues:
• The message from respondents is that government is improving
delivery but not managing to communicate and respond to people’s
priorities
• The areas of greatest need of improved service delivery- informal
settlement and rural communities are experiencing the lowest level of
consultation, redress, openness, relevant information, and courtesy
86
EXERCISE ON HEROES
Choose public servants that we
can relate to in terms of:
•We Belong
•We Care
•We Serve
What came out of the exercise for
you personally?
88
Change Engagement
Management
Organisational Culture
89
Organizational Culture
It is the pattern of beliefs and values, rituals, myths and sentiments shared
by the members of an organization.
It influences the behavior of all individuals and groups in the organization.
It impacts most aspects of the organizational life – how decisions are made,
who makes them, how rewards are distributed, who gets promoted, how the
organization responds to its environment.
90
Organizational Culture
Disabling culture
•
•
•
•
•
•
•
Enabling culture
•
Autocratic management style
•
Negativity
•
Suspicion
•
Gossip
•
Nepotism
•
•
Fraud
Back stabbing
Democratic management style
Participatory decision making
Allow people to be creative
High levels of productivity
Transparent / openness
Information
Trusting
91
Organizational Culture (cont...)
If you change the culture of the organization, you
are changing the way things are done, and IF you
change the way things are done, you change the
culture……
92
Organizational Culture (cont...)
Organizational culture is a strong glue holding the
organizations people together.
•If you want to change the world start with yourself
•What kind of a leader are you?
–
–
–
–
–
–
–
Medical bills
Absenteeism of your staff
Resignations in your component
Labour disputes in your component
Grievances leveled against your inconstant decisions
Morale of your team members (your staff)
How many leaders have you created
93
How Public Sees Us Today
Lion
Aggressive
Lazy
Elephant
Slow Moving
Thinking Alike
“Big Brother”
Bureaucracy
Stubborn
Lots of Bulk
Tortoise
Inefficient
“Don’t care attitude”
Slow
Donkey
Slow
Need Whipping
94
How Should Public See Us In the Future
Horse
Agility
Speed
Ball Rolling
Dolphin
Informative
Intelligent
Graceful
Eagle
Stature
Respect
Responsible
Soars High
Cheetah
Agile
Fast
Flexible
Tiger
Meticulous
Speedy
Purposeful
Responsive
95
New Appoach: Batho Pele Impact
Assessment (BPIA)
In times of discontinuous change…
we are being judged by a new yardstick: not just by how smart
We are, or by our training and expertise, but by how well
We handle ourselves and others…Daniel Goleman
97
Change Management Engagement
Teams and Team Work
“Together Beating the Drum for Service
Delivery”
Drumming exercise
99
KEY ROLES IN TEAMS
Linker
Adviser
Coordinates
Integrates
Creator
Encourages the search
for more info
Initiate creative ideas
TEAM
Maintainer
Champions ideas after
they're initiated
Fights external battles
Assessor
Controller
Examines details and
enforces rules
Promoter
Producer
Provides direction and
follow-through
Offers insightful
analysis of options
Organiser
Provides structure
100
Why teams fail?
• Lack of support, information, time, and
resources from management
• Lack of a clear idea of what they are to
accomplish
• Lack of skills to work together effectively
or to analyze the problem they face
• Over-managed, management imposing
personal agendas or seeking political
solutions to problems that require
objective answers
101
TEAM EFFECTIVENESS
“a group of people working together to achieve common
objectives and willing to commit all their energies
necessary to ensuring that the objectives are
achieved”(Humphries:1998)
Team Charectaristics:
• Purpose
• Empowerment
• Relationships & Communication
• Flexibility
• Optimal productivity
• Recognition & Appreciation
• Morale
102
Gearing up for Delivery
•Then why do up to 70% of major
performance improvement
projects fail?
103
Change Management Engagement
Managing Change
Inspiratinal Quote
” I learned that courage was not the absence of fear,
but the triumph over it. The brave man is not he who
does not feel afraid, but he who conquers that fear.
.… changes affect all of us differently, none of us are
left untouched. In the midst of change there are those
that loath, fear and fight it and then there are those
that see change as an opportunity to innovate. We
realize that …change is also the opportune time for
all to work together for the betterment of our nations”
Nelson Mandela.
105
WHAT IS CHANGE?
Some definitions
Shift from the way things have been done to the new way of doing
things, therefore a difference between the past and the future
How does it happen?
Through the introduction of new
• Ideas (by leaders e.g. the President and the New Cabinet,
HoDs, CEO of Hospitals, Municipal Managers, new
government priorities etc.)
• Work processes and systems (e.g. car licenses, refuse
removal, etc)
Who gets affected by change?
Firstly the Citizens (recipient of services), secondly everyone in the
organization
106
Benefits of change
 Better planning, coordination and improved use of resources and
implementation of plans
 Effective, efficient and economic work distribution and better focus
 More opportunities for career progression
 Strengthen public participation and regular engagements
between citizens and public officials
 To respond to the needs of the public and fulfill its electoral
mandate
107
HOW CHANGE IS MANAGED
No common strategy to all change processes (i.e. no “one size fits all”
situation). However, there is a common thread – customer first!
Change management should be linked to other management processes
Best Practice advice to managing change processes in organizations
•It must be incremental
•It must driven by the leadership of the organization
•There should be appropriate institutional arrangements to support
change
•It must be supported by an effective communication strategy
108
Expecting things to
change when you
continue to do them
the same way
109
Issues about Change…
•
•
•
•
•
Change is difficult
People fear change
Change threatens top management
Communication is a change agent
Lead by example
110
111
“A bend in the road is not the end of the road unless you fail
to
make the turn





Unable to familiarize staff with new vision and mission
Unable to articulate the rationale for change
Management not leading change
Introduction of change determines the degree of resistance
Brings severe discomfort, uncertainty and reluctance,
inconvenience, uncertainty, and anxiety
 No communication strategy
• recognise other key management elements human relations, organizational development and strategic
planning
• serve as a basis for understanding and acceptance of change
(change agent)
113
How change is Managed
114
Key Components of Change Management
Change Management in its simplest form is about changing
individual behaviour……..
Leadership
• We rely on leadership’s ability to align Batho Pele to the
organisation’s vision, to give meaning to the change
required, to model the behaviour and to actively manage
compliance
• Without leadership there can be no change or the
impact will be minimal.
115
Common vision = Synergy
Dept’s/Directorates
Vision
116
Key Components of Change Management
(Cont…)
• Communication
• Effective communication engages employees on Batho
Pele and it provides them with the opportunity to be part
of the change process
• By being “close” to the Batho Pele Initiatives,
employees will view themselves as being co-creators of
Batho Pele
• This will not only lead to better service delivery, but to a
substantially improved understanding, acceptance and
support thereof by employees themselves
117
Changing Attitutes
• Nothing changes until attitude changes
• Batho Pele Principles are:
- aimed changing the attitudes of the public
service
- aimed at creating a new service delivery
culture for the public service
- not an end themselves but a means to an end
• Behavoiur does not just happen it is taught and
modeled
• Managers have an upper hand in crafting a new
culture
118
Batho Pele Principles and Behavioural
Change
• These principles have more to do with human
values and dignity than operational processes
• A way of conducting oneself in the presence of
others
• Batho Pele embodies the values that are
enshrined in the Bill of Rights – right to dignity as
human being
119
ORGANIZATIONAL EFFECTIVENESS BEGINS
WITH INDIVIDUAL RESPONSIBILITY…
120
Words of knowledge
• Learning from failure
• You've failed many times, although you
don't remember. You fell down the first
time you tried to walk. You almost
drowned the first time you tried to swim. . .
. Don't worry about failure. . . . Worry
about the chances you miss when you
don't even try.
Sherman Finesilver, US District Court Judge
121
Stages & emotions of change
122
Emotions of Change
• Immobilization (Fear, confusion, overwhelmed)
– Tactics – be allowing and accepting, encourage talk
• Denial
– Tactics – Ask what the understanding is?
• Anger (effort to regain control)
– Tactics – Listen, don’t take it personally, understand
• Bargaining (compromise)
– Tactics – Make it clear there is no bargaining
• Depression (frustration, sense of loss, low coping)
– Tactics – Be supportive and encourage responsibility
• Testing (trying new alternatives)
– Tactics – Help explore realistic options
• Acceptance (responds to change realistically)
– Tactics – Acknowledge progress
123
Using the right Tools in times of change is critical
Noble goals are often forgotten and transformation processes fail
because hardworking and sincere people often use inappropriate tools
that actually makes matters worse
124
There are people who
always keep on doing
this to you...
Be
strong and
keep going
on! !
125
Quote by MPSA
” The cry of Batho Pele is loud and clear and
someone need to come closer and help so, the good
policy of Batho Pele should be upheld and complied
with.
...Let us help public, servants as we roll out service
delivery programmes, Let us help municipal workers,
as we deal with our Integrated Development Plans,
Let us help organs of civil society, as we are all
together in into this. We belong; We care; We
serve….Yes, we can make a difference”.
Honourble Minister R Baloyi – 2008 BPLN)
126
Group Work
Group lists ±2 challenges/problems that are being
experienced at your department that pertains to
poor service delivery.
Group discusses possible implementable solutions
to solve those problems.
127
Service Delivery
Improvement Plans…..
128
Objective of SDIPs?
To ensure effective & efficient service delivery by
making the new, transformed Public Service –
– Better;
– Faster ; and
– More responsive to the needs of the people
129
SDIP Template
KEY
SERVICE
SERV
BEN
CURRENT
STANDARD
Quantity:
Quality:
DESIRED
STANDARD
Quantity:
XXXXXXX
Quality:
 Consultation
Consultation
Access
Access
Courtesy
Courtesy
Open &
Transp
Open &
Transp
Information
Information
Redress
Redress
Val for Mon
Val for Mon
Time:
Time:
Cost:
Cost:
HR:
HR:
XXXXXX
130
What are SDIPs?
• Focus on Service Delivery IMPROVEMENT
• Address the ‘gap’ between current state and
desired state
• Inform the Strategic Planning Process
• Raise the level of service delivery
• Provide a mechanism for CONTINUOUS
improvement in service levels
131
SDIPs & Batho Pele
• The main objective of SDIPs is to ensure
continuous service delivery improvement
• SDIPs provide the “What” of SDI
• The main objective of Batho Pele is to ensure
effective and efficient service delivery by putting
“People First”
• Batho Pele provides the “How” of SDI
132
Developing SDIPs
“Keeping it Simple”
• Identify Key Services
• Identify Customers
• Reflect on Current
Service Standards
• Set Desired Service
Standards
K.I.S.S.
“Keep it Simple Short”
133
Where SDIPs Fit
134
What is a Service?
• It is something that is done for others
• It uses a verb (doing word), e.g. pay social grants,
issue passports, etc
• It is not a task - a service normally comprises
many tasks
• It is not a Function or Responsibility
• It is aimed at satisfying Customer needs
135
What are Service Standards?
• For our purposes a service standard is something
Specific, Measurable and Realistic that can be
Achieved within a given Time-frame
• A Standard is not an Indicator (e.g. economic
indicators)
136
Setting S M A R T Standards
• Specific
• Measurable
• Achievable
• Realistic
• Time-bound
137
Q Q T C Standards
• Quantity: How often or
how much?
• Quality: Professional
standards PLUS BP
Principles - How will you
behave?
• Time: By when or how
much per hour, day,
month, year?
• Cost: Within budget?
138
Measuring BP Principles
• Complaints Desk
• Surveys Questionnaires
• Focus Groups
• One-on-ones
• Walk-abouts
• PSW - Coalface
• Izimbizo
Getting to the coalface of service delivery
139
Standards vs Targets
Standards:
• Set measurable
levels of Service
Performance
Targets:
• Set measurable
levels of future
Service
Performance
140
SDI and Batho Pele
Questions that may help:
• Consultation:
How do we consult our service beneficiaries?
• Access:
How do our service beneficiaries access us?
• Information:
What information do we provide on our services and how do
we provide it?
• Openness and
Transparency:
How do we gauge whether we are open and transparent?
• Courtesy:
How do we measure courtesy? (Complaints Desk, Customer
Satisfaction Surveys, etc)
• Redress:
What mechanisms are in place to ensure redress?
• Value for Money: How do we gauge value for money?
141
SDIP Template
KEY
SERVICE
SERV
BEN
CURRENT
STANDARD
Quantity:
Quality:
DESIRED
STANDARD
Quantity:
XXXXXXX
Quality:
 Consultation
Consultation
Access
Access
Courtesy
Courtesy
Open &
Transp
Open &
Transp
Information
Information
Redress
Redress
Val for Mon
Val for Mon
Time:
Time:
Cost:
Cost:
HR:
HR:
XXXXXX
142
EXERCISE
• Group is broken into work teams
• Teams discuss what actions and behaviours
they should:
Stop
•stop doing
•begin with
•continue to do
Start
• Ideas must be practical and implementable
• Team will give feedback on their ideas
Continue
143
BENEFITS AND CONCERNS
(Interactive session)
Focus on this Batho Pele and workshop proceedings
Benefits:
•What did we like?
Concerns:
•It is against the rules to complain
•Focus on issues/problems we may have missed
•Begin your remarks with: “I wish it was like this…”
•Help us find the solution!!!
144
Putting Batho Pele into Practice
Need to re-focus (BPIA)
MPSA
"… We have now closed the chapter on
continued learning networks. The 8th BPLN shall
be remembered as the last learning process, but
also as a launch of the Impact and
Implementation of the Batho Pele Principles in
action ."
Richard Baloyi Minister for Public Service &
Administration @the 8th BPLN in Durban in 2009
145
SHIFT/REFOCUS: BPIA
•
Re-focusing of BP:
– Integrated service delivery approach using BP as a
vehicle.
– Allocation of BP principles to provinces.
– Dedicated monthly themes in line with govt priorities.
– Replacement of BPLN with BPIAN
– Excellence awards programme.
14
6
SERIOUS IMPLEMENTATION REALITIES
 MPSA wants five key issues to support implementation:
-Identification of key service delivery issues;
- Strengthening/development of appropriate structures to
support implementation;
- Strategies to inform/direct implementation;
- Monitoring and evaluation measures; and
- Reporting and accountability.
14
7
GUIDING PRINCIPLES
Key principles include:
•
Impact assessment of BP towards continuous and
sustainable service delivery improvement programmes.
•
Strengthening of intergovernmental collaboration and coordination and partnerships.
•
•
•
Focused/targeted service delivery site (province/ department/
municipality) horizontal intervention.
Responsive to the citizen/communities needs.
14
8
BPP Allocation
1). Consultation
1).
Consultation
1). Consultation
2) Service
Standards
2)
Service
Standards
North West
North
West
North West
Eastern Cape
Eastern
Cape
Northern Cape
Cape
Northern
3) Access
3)
Access
Limpopo
4) Courtesy
5) Information
Kwa Zulu Natal
6) Openness & Transparency
7) Redress
Free State
Western Cape
8) Value for money
9) All Principles
Gauteng
Mpumalanga
Mpumalanga- All principles and host for 2010 BPIAN
National depts & Municipalities – Aligned with provinces in which they are situated
149
Key focus areas : Institutionalising & Mainstreaming BP
NORTH WEST - CONSULTATION
LEAD DEPT &
PROJ MGR
PROVIAL
RESP OFF
January
1). Education
Education
1).
DPSA
NW
February
2) Safety
Safety &
& Security
Security
2)
DPSA
NW
DPSA
NW
THEMES PER MONTH
March
3) Human
Human Rights
Rights
3)
April
4) Health
Health
4)
DPSA
NW
May
5) Rural,
Rural, Urban
Urban &
& Com
Com Dev
Dev
5)
DPSA
NW
June
6) Youth
Youth Development
Development
6)
DPSA
NW
July
7) African
African &
& Int.
Int. Solidarity
Solidarity
7)
DPSA
NW
8) Women
Women emancipation
emancipation
8)
DPSA
NW
September
9) Culture
Culture &
& Heritage
Heritage
9)
DPSA
NW
October
10). Rights of the child
DPSA
NW
August
November
11)Environment
DPSA
NW
Awareness campaign; KY
Information sessions;
150
Preparation: What is expected
from us
1. Creating common understanding
on/about Consultation
2. Programme of Action
3. Monthly themes
4. Monthly themes input
5. Consolidation for presentation during
Vuna/Premier’s/Excellence Awards
151
Unpack themes
•
Monthly dedicated themes, aligned with govt priorities:
–
–
–
–
–
–
–
Jan
•
•
•
•
•
•
•
- Education
Awareness campaign;
Information sessions (to instil professionalism and work ethics);
Know Your Service Rights and Responsibilities Project
Project Khaedu
Training Interventions
RED DOOR
Cascading Batho Pele to Local Government (Educate municipal workers the
Batho Pele way)
• Bursaries (how bursaries are allocated and changing policy to address
inequalities of the past).
• Internship programmes
• Mentorship programmes
• Programme funding
• Learnerships specifically for people with disabilities
Feb
- Safety and security
Occupational Health and Safety
Access control (including access for people of disabilities)
Road safety
Government property and equipment
Safety of personnel and clients
152
Cont…
–
–
–
–
March
- Human rights
• Bill of Rights and Constitution
• Basic services
• Restoration of rights
• Dignity, respect and equality
• Disability in sport
April
- Health
• Creating awareness around TB / HIV/Aids as per Health Calendar
• Sport health programme
• Environmental health
May
- Rural & urban development
• Sport Infrastructure (programme funding)
• Farm workers sport programme
• Facilities (e.g. play centres for children)
• Environmental Impact Assessment Programme
• Food gardens (Rural and urban)
June
- Youth development
• Genre development
• Sport programme
• Graduate exhibition programmes
• Internships/Learnerships
• Careers
• Youth Day
• Land Care
153
Cont….
–
–
–
–
–
July
- African & international solidarity
• Africa Day
• Refugee Day
• Project Khaedu
• Public Service Week
• International Day
• Agriculture Exchange Programme
August
- Women emancipation
• Women in sports
• Women in construction
• Women empowerment
• Women farmers (Female farmer of the year)
• Women and the household
September
- Culture and heritage
• Heritage day
• NAMA project
• Mindset change towards service delivery
October
- Rights of the child
• International Children's Day
• Bring a child to work
• Children's rights
• Early child development programme
• Children abuse
November
- Environment and the BPIAN
• Environment Day
• Biodiversity day
• Environment Constitutional Rights
• Awareness around Coastal Management
• Climate Change
154
Roll out Strategy…..
155
Implementation Strategy
• Create Batho Pele Office.
• Appoint Project Manager / Batho Pele Co•
•
•
•
ordinator to head BP Office.
Heads of Department to nominate Batho Pele
Champions / Change Agents.
Managers to nominate & appoint BP Champions/
Change Agents.
Establish a Task Team to assist BP Champions.
3 officials were to be nominated by the
department for training.
156
Implementation Strategy
• Roll-out plan:Set time frames for roll out to the
•
•
rest of the Departments.
Monitor & evaluate the impact, quality and
quantity of the BP Cascading/roll out.
Quarterly progress reports to DPSA.
157
Role of The Batho Pele Co-ordinator
•
•
•
•
•
Prepare and manage business plan for the Batho
Pele Office
Coordinate and plan all BP initiatives (e.g Public
Service Week, APSD, BP Learning Networks)
Establish scope and critical deliverables
Manage implementation of BP principles
Mainstream principles in SDIPs, Dept policies &
programmes
158
Criteria for the Selection of Batho Pele
Champions
•
•
•
•
•
Managerial position – empowered and not
scared to discuss concerns with unit
head
Customer service person
Enthusiastic to cascade Batho Pele
Good communication skills
Good motivational skills
159
Important Issues for BP Champions
• Batho Pele should be championed by the
department’s Managers
• Need to obtain buy-in from all stakeholders
• Ensure commitment by role players
• Determine the structure you will work within
• Changing people’s mindsets is a process –
embrace it!
• Batho Pele initiatives should be tangible
160
Role of the Batho Pele Champions
• Promote the Batho Pele Principles & Belief Set
• Create the team spirit and the environment
• Guide municipalities to create an integrated approach on
Dept strategic objectives and Batho Pele projects
• Visible and audible change agent
• Train other champions
• Co-ordinate the implementation of BP revitalisation
programmes, i.e. Public Service Week, APSA, BP Learning
Networks, izimbizo, surveys and other related Government
initiatives
• Identify activities which will be part of the service delivery
improvement programme
161
Role of the Batho Pele Champions (cont…)
• Co-ordinate advocacy / awareness programmes within the
Department
• Facilitate the development of municipal policies that would
ensure implementation / integration of BP initiatives
• Establish if there are any policies that contribute to the
prohibition of service delivery (e.g. lunch times)
• Ensure redress of BP violations at the appropriate level
(complaints handling mechanism)
• Ensure that service delivery concerns are taken to
management and resolved
• Determine what factors might inhibit service delivery
162
Role of the Batho Pele Champions (cont…)
• Liaise with unit heads on monthly basis regarding the
service delivery improvement programme
• Be enthusiastic to cascade Batho Pele information, e.g.
information sessions; e-mail newsletter; FAQ’s box on each
floor
• Organise in-house staff training e.g. cultural diversity
programmes; drumming etc.
• Identify employees who go the extra mile with Batho Pele
(unsung heroes) and report to management (consider nonmonetary rewards)
• Regular meetings with staff
• Constantly communicate Batho Pele issues as part of
communication strategy (e-mail, intranet, etc)
163
How is BP Communicated?
•
•
•
•
•
•
•
•
•
Management Meetings
BP Change Agents & Task Team
Skills Development & Training
Presentations at all levels
Events e.g. Public Service Week
Masakhane Road shows
Mayoral Izimbizo
Intranet & Groupwise
Communication Units
164
Way Forward
Actions
•
•
•
•
•
Give verbal report to the
Municipal Managers
Fine tune the inputs made and
consolidate them into a written
report and submit to the
Municipal Manager (the report to
have an action plan highlighting,
amongst others, the
recommendations
Forward approved report to the
dpsa
Formal appointment of the BP
coordinator and Change Agents
for your department
Establishment of departmental
coordinating structures where all
departments are represented
(forum)
Deliverables
•
Report on the interaction with the
MM
•
Report in place and submitted to MM
•
Report forwarded to the dpsa
•
Letters of appointment
•
List of names of coordinators and
Change Agents
165
Way Forward (Cont)
Actions
•
•
•
•
•
Awareness presentations at
different departments,
promotional material, internet, emails, road shows, etc
Suggest a few quick wins (from
issues that you said you will start
doing) to start implementing in
the Department (name tags,
signage, BP posters, etc)
Plan APSD/PSW
- Indicate service delivery points
/coalface
- Identification of SMS & MMS
for deployments
- Suggestions of solutions to
challenges
Organise ongoing Change
Management training sessions
Quarterly reporting
Deliverables
•
Promotional material
•
List and plan for quick wins
•
PSW/APSD project plan
•
Official trained
•
Progress Report
166
Implementation Plan
Tasks
Timeframe
Person Responsible
Submission of written
Reports on the training
to departmental and Cc
to the dpsa (e-mail)
Submission of Batho
Pele departmental
Cascading Programme to
the dpsa
Establishment of the BP
Forum
Submission of Quarterly
Report to the MM; OTP
and the dpsa
167
Format of the Report
•
Introduction
– May 2009 President’s State of the Nation Address & Mayoral speech;
– Reflect on the training received
• Training
– Need for training every official in the department
• Appointment of the Municipal BP Coordinator
– Official appointment of the Coordinator in writing
• Establishment of BP Forum
– Representative of the different components of the department
– Coordinate BP programmes e.g. Public Service Day
• Quick Wins e.g. BP Champion?Unit of the Month
Annexure:
• Departmental Training Schedule
168
Review of Expectations
169
CONCLUDING REMARKS
After all the exciting acquisition of such rich and valuable life changing
experience through this workshop, how do we take it forward?
If not here, where?
If not now, when?
If not you, who?
•Batho Pele
– No time to lose. The citizens of South Africa have been waiting for too
long for efficient and equitable public services
– Is not a once off exercise. As standards are met, they must be
progressively raised. We will have to be committed and innovative.
– Is challenging. Batho Pele aims to give citizens the services they have a
right to, and that public servants are proud to provide.
•We belong, We care, We serve.
170
“Let us seize this moment to demonstrate
a responsive and efficient government in
action. We must work hard, work smart,
and treat our people with dignity and
ensure that we create a caring and
efficient public service”
WE BELONG, WE CARE, WE SERVE
to make
A BETTER LIFE FOR ALL…….
President Zuma’s message to the Public
Servants
171
DPSA CONTACT DETAILS
Faith Kasonkola
(012) 336 1372
086 6188630
082 7794895 / 082 453 6793 (Mobile)
Email : [email protected]
Lebo Matshasa
(012) 336 1363
086 618 8753
082 882 4828 (Mobile)
Email : [email protected]
Dick Bvuma
(012) 336 1384
(012) 336 1824
082 337 9922 (Mobile)Email :[email protected]
Vincent Mabunda
(012) 336 1532
086
082 806 7370 (Mobile)
Email : [email protected]
http://www.dpsa.gov.za/batho-pele
Mlungisi Myalezwa
(012) 336 1250
012 336 1824
082 534 9519 (Mobile)
Email : [email protected]
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