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“Batho Pele is not an end in itselfbut a means designed to achievethe broader objective oftransformation in the publicservice as well as in the countryas a whole”.
Advocate Mduduzi Khoza
QUALITY SERVICE DELIVERY :ADEFINITION
SERVICE DELIVERY in the Public Service is a:
> systematic arrangement
> satisfactorily fulfilling the various demands for services
> by undertaking purposeful activities
> with optimum use of resources
> to deliver effective, efficient and economic services (VFM)
> resulting in measurable and
> acceptable benefits to customers
BATHO PELE PRINCIPLESConsultation
Service Standards
Access
Courtesy
Information
Openness and transparency
Redress
Value for Money
• It is a stand alone
• It is impossible to implement
• Its one of those watch dogs and oppressing policies
• It is an event
FEEDBACK FROM TRAININGINTERVENTIONS
Not all departments are taking Batho Pele seriously
Majority of the public servants only know principlesthe from posters
There appears to be a lack of ownership of the principles
In two provinces – two departments, public servants believe that Batho Pele won’t work for now atleast
Interested departments / organizations lack necessary continued support for the implementation
Lack of commitment by role players
Diagnosing the cause
Lack of knowledge – employees andmanagers
Lack of commitment
Lack of skills for the implementation
Lack of necessary continued support
Lack of motivation
Organizational culture
Lack of sound management (performancemanagement)
Lack of resources and poor utilization
Diagnosing the cause• Internal politics that hinder progress
• Lack of integrated approach – individualism
• Weak leadership
• Unsatisfied career values
• Low job content
• Entrenched bureaucracy
• Obsolete technology
Projects approach to ServiceDelivery
• GJ Crookes in KZN
• Limpopo DoE
• Frere Hospital in EC
ImplementationStrategy
Identifyingcustomers
Customersneeds and
expectations
Currentservice
baseline
GapanalysisSetting
servicestandards
Gearingup for
delivery
Announcingservice
standards
Monitordelivery
Teams approach to ServiceDelivery
Synergy
1 + 1 = 3
Systems approach to ServiceDelivery
SERVICE AS A SYSTEM
INPUTSTRANSFORMATION
OUTPUTS
FEEDBACK LOOP
Quality is build into the service
What should a Service Delivery ImprovementProgram include:
1. A definition / explanation of the Departments customers
2. A thorough study of their needs and expectations
3. An internal evaluation of current service environment
4. A strategy to bridge the gap
5. A commitment from all stakeholders that continuous improvement WILL take place
6. Publishing the commitment
TOWARDS SUCCESS
Vision & Mission
Core Values
INVESTMENT IN PEOPLE
CustomerService Processes
Leadershipsupport
It won’t work inmy organization
My place is different,you don’t know thepeople I work with
Its not my problem
I don’t have the time
We don’t have enoughstaff / resources We have always done it
like this, that will neverwork
You can’t teach an olddog new tricks
There are lot of problemsin this department
Your training should start withmanagement, they areresponsible for all these things
He isn’t a customer,he is a colleague
No one told me
If I finishit todaytomorrowI won’thaveanythingto do
That’
s too
much
work
You don’t have to kill yourself, youwill never finish the work in this dept
Expecting things tochange when you
continue to do them thesame way
RATIONALE FOR PERFOMANCECONSULTING TO SERVICE
DELIVERY
Performance
Competence Motivation
OpportunityOpportunity
MANAGING PERFOMANCE Being told what he/she has done wrong
Knowledge of the performance standards
Agree / commit to reasonable performance standards with employee
Determine reasons for not meeting performance standards
Assist in removing reasons for non performance
Create the environment for meeting performance standards
Make known results for continuing non performance
Follow up / monitor employees progress
Leadership:Evidence is needed of how leaders:
Visibly demonstrate their commitment to a culture of performance excellence
Support improvement and involvement by providing appropriate resources and assistance
Recognize and appreciate people’s efforts andachievements
Give and receive training to create a learningorganization
Evidence continued,
Act as mentors, coaches and role models for the
organization's values and expectations
Make themselves accessible, listen and respond
to the organization's people
Active and personally involved in improvement
activities
Review and improve the effectiveness of their
own leadership
“ The success and effective Service Delivery ispremised on strong and self less PublicService Leadership”
President Thabo Mbeki
Bill Gates“ Business is going to
change more in thenext ten years than ithas changed in the lastfifty”
Change
Change management!!
Why change efforts fail• Not establishing a great enough sense of urgency
• Not creating a powerful enough guiding coalition
• Lack of vision
• Under-communicating the vision
• Not removing obstacles to the new vision
• Not systematically planning for and creating short-term wins
• Declaring victory too soon
• Not encouraging changes in the organization’sculture
Reasons for Change ManagementFailures
TaskforceCommitment
Up-front
planning
Qualitysolutions
Using “available” people rather thanthe “best” people
Not freeing up people from their dayto day work
Insufficient Taskforce planning beforegetting started
Lack of clear objectives for task force
Ineffective planning
Solutions focused only on structureand people, not including “How” theactivities will be integrated
Change Managementstrategies
Establish asense ofurgency
Form a powerfulguidingcoalition
Empower othersto act on vision
Communicatethe vision
Create thevision
Create shortterm wins
Consolidateand morechange
Institutionalisechange
WAY FORWARD
♦ Institutionalization of Batho Pele principlesat all levels of functioning in Organizations
♦ Instilling a Culture of life long learning♦Rewarding and celebrating Innovation♦Development of a Public Service
Excellence Model that should take intoaccount best Practices from Provinces andGlobally
Way forward cont;
♦Encourage Transformational LeadershipConstituency Management which is about;
♦Enabling ordinary people to doextraordinary things and reward them
♦Assist people to understand the past, presentand the future
♦Create and sustain positive energy
CONCLUSION♦ The revitalization of BATHO PELE is a
transformation process and not an event♦ Therefore ,recognition should be made of the fact
that Transformation starts from within, it is notonly about the skills and competencies, but aboutourselves as people with a set of attitudes,behaviors and values that are either aligned to thebusiness purpose of the Public Service or workagainst that.
Conclusion cont;♦ What lies before us and what lies ahead of us are
small matters compared to what lies withinus.When we bring what is within out into theworld, miracles happen ! Henry David Thoreau
♦ Bill Gates has indicated that Business in the nextten years will be more challenging than it has beenthe case in the past fifty years
♦ The challenge is in broadening the knowledgecake and have everyone sharing in it !
BECAUSE;♦ Good Leaders ;♦ Navigate in all weather and profound Leadership
should occur during a storm !♦ Differentiates between strategy and programs♦ Have clear objectives set for their organizations♦ Believe in continuous improvement♦ Learn from mistakes instead of crucifying for
mistakes
In the past month I have come torealise that even with the right policyframework, the best conditions ofservice, a restructured, smart,innovative, skilled and resourcedpublic service – there will still remainan element of personal commitmentand dedication that only individualpublic servants can contribute
Minister Geraldine Fraser-Moleketi
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