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Welcome to the
Batho Pele Change Management Engagement
Programme “Train the Trainer”
2
DAY 1
• 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
3
DAY 2
• 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
4
DAY 3
• Recap of previous day
• Presentation by teams
• Stop-start exercise
• Benefits and Concerns Exercise
• Review of expectations
• Roll-out strategy (Way Forward)
• Concluding Remarks
5
INTRODUCTION & EXPECTATIONS
6
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
7
MINISTRY FOR PUBLIC SERVICE AND ADMINISTRATION (MPSA)
MPSA
DPSADEVELOP
POLICIES
CPSIINNOVATIONSITA
IT
PALAMATRAINING
OPSCMONITOR & EVALUATE
GEMSMedical Aid
8
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
9
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
10
Strategy for the Programme
The Change Management Engagement Programme has been dubbed:
“Together Beating the drum for Service Delivery”
11
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
12
13
“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
14
The Context of Transformation and
Service Delivery
15
The transformation Imperative
RULES
BOUND
OLD PUBLICSERVICEPRE-1994 TRANSFORMATION
NEWPUBLICSERVICE
POST-1994
RESULTSDRIVEN
16
The Regulatory Framework
PFMA1999
PS Amend Act, 1999
PSC Act, 1997
W/Paper on Transf the PS
-1995AJA - 2000
W/Paper Trnsf PS Del Batho Pele, 1997
P/Service Regulations
, 2001Promotion of
Access to information Act, 2000
PRE-1994PUBLIC SERVICE
POST-‘94PUBLIC SERVICE
RESULTS
DRIVEN
Service Delivery
SERVICE
DELIVERYTRANSFORMATION
Public Serv Act of 1994
Public Service Laws Amend Acts
97/98
Constitution of 1996
Municipal Systems Act,
Act, 2000
RDP White Paper, 1994
17
The Constitution, 1996 (Chapter 10)
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.
18
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…….”
19
The White Paperon 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”
20
Vision and Mission of the SA Public Service
VISION
“Continually to improve the lives of the people of South Africaby a transformed public service, which is representative,coherent, transparent, efficient, effective, accountable andresponsive 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
21
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.
22
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
23
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
24
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
25
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
26
Non Negotiables
• “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
27
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”
28
The Batho Pele Vision
29
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
30
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.
31
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
32
The Batho Pele Revitalisation Programme
33
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
34
Revitalisation of BP: Towards a framework
InternalCommunication
External Communication
Front office
Back Office
Culture
StructureSystems
Processes
Client interfaceThusong Service Centres (MPCCs)
EthicsProfessionalism
Change EngagementProgramme
Customer focus Consultation Information
Staff focus Organizational culture Morale
35
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.
36
Batho Pele Revitalization Strategy
Taking Public Service to the People
•Cascading BP to Local Government•Single Public Service•Public Service Week•Signage & flexi hours
Mainstreaming & InstitutionalisingBatho Pele
•BP Change Engagement Programme•BP Learning Networks•SDIPs
Know Your Service Rights Campaign
•Africa Public Service Day•Know Your Service Rights Project
Putting People first
•Service Delivery Watch (unannounced visits)•Khaedu
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 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.
39
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.
40
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.
41
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
42
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
43
Putting the campaign into context
• 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
44
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
45
What are our Rights?
46
Batho Pele Principles
47
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
48
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.
49
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.
BATHO PELE PRINCIPLES
Consultation
Service Standards
Access
Courtesy
Information
Openness and transparency
Redress
Value for Money
51
Group Work
Provide a definition for each principle as yourunderstand 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 class20 minutes for exercise
52
Consultation
All national and provincial departments must,regularly and systematically, consult not onlyabout the services currently provided but alsoabout the provision of new basic services to thosewho lack them.
Consultation will give citizens the opportunity ofinfluencing decisions about public services, byproviding objective evidence which will determineservice delivery priorities. Consultation can also helpto foster a more participative and co-operativerelationship between the providers and users ofpublic services.
53
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
Workshops (on what; how do they benefit/improve SD?News-letters, websites, internet; intranet etc
Campaigns on service delivery (Are they done/, how often? etc
Izimbizo (how often? How do the citizens get feedback after how long? etc.
Customer Satisfaction Surveys (how many per year, how does it help in SD improvement
• 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
CONSULTATION METHODS
Citizens can be consulted through the following:-
THE DPSA’S ROLE/ MANDATE1. provide leadership and expert advice on an ongoing basis to guide
and support departments' implementation programmes 2. assist in capacity building. In conjunction with PALAMA3. ensure that key line and staff officials within departments
are assisted to develop expertise and share good practice.
1. Identity the customers2. Establish the customer's needs and
priorities3. Establish the current service baseline 4. Identify the 'improvement gap' 5. Set service standards6. Gear up for delivery7. Announce service standards; and8. Monitor delivery against standards. and
publish results
IMPLEMENTATION STRATEGY
56
CONT
END RESULTS
• Evidence for proper consultation
• Evidence for improved service delivery
&• What impact does proper
consultation have on other principles?
• 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
57
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
58
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
59
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!!
60
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
61
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
62
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
63
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.
Information
Value for MoneyRedress
Batho Pele
Courtesy
Openness & Transparenc
y
Consultation AccessService Standards
BATHO PELE PRINCIPLES
65
How is the Public Service perceived?
The Public Service is currently perceived asbeing 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.
66
WHY SHIFT/REFOCUSWHY 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
67
Batho Pele Belief Set
68
The Batho Pele Vision
69
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!
70
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
71
The Batho Pele Belief Set
72
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
73
WHAT ARE YOUR IDEAS ON “WE BELONG”…?
74
The Batho Pele Belief Set
The result = proud to serve
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”
75
“We Belong” with principles
Access: Offering integrated service delivery
Openness and Transparency: Creating a culture of collaboration
76
WHAT DOES “WE CARE” MEAN TO YOU…?
77
The Batho Pele Belief Set
The result = proud to serve
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
78
“We Care” with principles
Consultation: Listening to customer problems
Redress: Apologizing when necessary
Courtesy: Service with a smile
79
WHAT DOES “WE SERVE” MEAN TO YOU…?
80
The Batho Pele Belief Set
The result = proud to serve
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
81
“We Serve” with principles
Service standards: Anticipating customer needs
Information: Going beyond the call of duty
Value for money: Delivering solutions
82
BELIEF SET AND LINK WITH BATHO PELE PRINCIPLES
83
The Batho Pele Belief Set as the pillars of the 8 principles
The result = proud to serve
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 smileService standards: Anticipating customer needs
Information: Going beyond the call of duty
Value for money: Delivering solutions
84
BATHO PELE
Organisation Organisation cares about us cares about us
as human as human beings and beings and not just as not just as workersworkers
It’s about looking It’s about looking after our internal after our internal
and external and external customerscustomers
It’s about It’s about serving your serving your customers customers
with pride and with pride and going the going the extra mileextra mile
85
VIDEO OF HEROES
About some individuals who have made a contribution to bettering the lives of other
people
86
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
88
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?
89
Change Engagement Management
Organisational Culture
90
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.
91
Organizational Culture
Disabling culture
• Autocratic management style
• Negativity
• Suspicion
• Gossip
• Nepotism
• Fraud
• Back stabbing
Enabling culture
• Democratic management style• Participatory decision making• Allow people to be creative• High levels of productivity• Transparent / openness• Information• Trusting
92
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……
93
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
94
Lion AggressiveLazy
ElephantSlow MovingThinking Alike“Big Brother”BureaucracyStubborn Lots of Bulk
TortoiseInefficient“Don’t care attitude”Slow
DonkeySlowNeed Whipping
How Public Sees Us Today
95
How Should Public See Us In the Future
HorseAgility Speed Ball Rolling
EagleStatureRespectResponsibleSoars High
DolphinInformativeIntelligentGraceful
CheetahAgileFast Flexible
TigerMeticulousSpeedy PurposefulResponsive
New Appoach: Batho Pele ImpactAssessment (BPIA)
97
we are being judged by a new we are being judged by a new yardstickyardstick: not just : not just by how by how smartsmart
We are, or by our We are, or by our training training and and expertiseexpertise, but by , but by how wellhow well
We We handle ourselveshandle ourselves and and othersothers…Daniel Goleman…Daniel Goleman
In times of discontinuous change…In times of discontinuous change…
Teams and Team Work
Change Management Engagement
99
“Together Beating the Drum for Service
Delivery” Drumming exercise
100
KEY ROLES IN TEAMS
LinkerLinker
CreatorCreator
PromoterPromoter
AssessorAssessor
OrganiserOrganiserProducerProducer
ControllerController
MaintainerMaintainer
AdviserAdviser
TEAMTEAM
Encourages the searchfor more info Initiate creative ideas
Fights external battles
Examines details and enforces rules
Provides direction and follow-through
Provides structure
Offers insightfulanalysis of options
Champions ideas afterthey're initiated
CoordinatesIntegrates
101
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
102
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
103
Gearing up for DeliveryGearing up for Delivery
• Then why do up to 70% of major performance improvement projects fail?
• Then why do up to 70% of major performance improvement projects fail?
Managing Change
Change Management Engagement
105
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.
106
WHAT IS CHANGE?
Some definitionsShift from the way things have been done to the new way of doing things, therefore a difference between the past and the futureHow 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
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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
108
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
109
Expecting things to change when you
continue to do them the same way
110
Issues about Change…
• Change is difficult• People fear change• Change threatens top management• Communication is a change agent • Lead by example
111
113
“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)
114
How change is Managed
115
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.
116
Common vision = SynergyCommon vision = Synergy
Vision
Dept’s/Directorates
117
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
118
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
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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
120
ORGANIZATIONAL EFFECTIVENESS BEGINS WITH INDIVIDUAL RESPONSIBILITY…
121
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
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Stages & emotions of change
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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
124
Using the right Tools in times of change is criticalUsing 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
125
There are people who always keep on
doing this to you...
Be strong and keep going on! !
126
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)
127
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.
128
Service Delivery Improvement Plans…..
129
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
130
SDIP Template
KEYSERVICE
SERV BEN
CURRENT STANDARD
DESIRED STANDARD
Quantity: Quantity:
Quality: XXXXXXX Quality: XXXXXX
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:
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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
132
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
133
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”
134
Where SDIPs Fit
135
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
136
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)
137
Setting S M A R T Standards
• Specific
• Measurable
• Achievable
• Realistic
• Time-bound
138
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?
139
Measuring BP Principles
• Complaints Desk• Surveys -
Questionnaires• Focus Groups• One-on-ones• Walk-abouts• PSW - Coalface• Izimbizo
Getting to the coalface of service delivery
140
Standards vs Targets
Standards:• Set measurable
levels of Service Performance
Targets:• Set measurable
levels of future Service Performance
141
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 How do we gauge whether we are open and transparent? Transparency:
• 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?
142
SDIP Template
KEYSERVICE
SERV BEN
CURRENT STANDARD
DESIRED STANDARD
Quantity: Quantity:
Quality: XXXXXXX Quality: XXXXXX
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:
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EXERCISE
•Group is broken into work teams
•Teams discuss what actions and behaviours they should:
•stop doing•begin with •continue to do
•Ideas must be practical and implementable
•Team will give feedback on their ideas
Stop
Start
Continue
144
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!!!
145
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
SHIFT/REFOCUSSHIFT/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.
146
SERIOUS IMPLEMENTATION REALITIESSERIOUS 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. 147
GUIDING PRINCIPLES
Key principles include:
• Impact assessment of BP towards continuous and sustainable service delivery improvement programmes.
• Strengthening of intergovernmental collaboration and co-ordination and partnerships.
• • Focused/targeted service delivery site (province/ department/
municipality) horizontal intervention.
• Responsive to the citizen/communities needs.
148
149
BPP Allocation
Mpumalanga
Free State
Western Cape
Gauteng
Kwa Zulu Natal
Northern Cape
Limpopo
Eastern Cape
North West
6) Openness & Transparency
7) Redress
8) Value for money
9) All Principles
4) Courtesy
5) Information
1). Consultation
3) Access
2) Service Standards
Mpumalanga- All principles and host for 2010 BPIAN
National depts & Municipalities – Aligned with provinces in which they are situated
1). ConsultationNorth West1). Consultation
2) Service Standards
North West1). Consultation
Eastern Cape2) Service Standards
North West1). Consultation
Northern Cape3) Access
Eastern Cape2) Service Standards
North West1). Consultation
150
THEMES PER MONTH
Key focus areas : Institutionalising & Mainstreaming BP
NORTH WEST - CONSULTATIONLEAD DEPT &
PROJ MGR PROVIAL RESP OFF
1). Education
DPSA
4) Health
5) Rural, Urban & Com Dev
6) Youth Development
7) African & Int. Solidarity
8) Women emancipation
9) Culture & Heritage
3) Human Rights
2) Safety & Security
DPSA
DPSA
DPSA
DPSA
DPSA
DPSA
DPSA
DPSA
August
September
July
June
May
April
March
February
January
10). Rights of the child DPSAOctober
11)EnvironmentNovember DPSA
NW
NW
NW
NW
NW
NW
NW
NW
NW
NW
NWAwareness campaign; KYSC; BursariesInformation sessions;1). Education
3) Human Rights
2) Safety & Security
4) Health
5) Rural, Urban & Com Dev
1). Education
3) Human Rights
2) Safety & Security
6) Youth Development
7) African & Int. Solidarity
8) Women emancipation
9) Culture & Heritage
4) Health
5) Rural, Urban & Com Dev
1). Education
3) Human Rights
2) Safety & Security
DPSA
DPSA
DPSA
DPSA
6) Youth Development
7) African & Int. Solidarity
8) Women emancipation
9) Culture & Heritage
4) Health
5) Rural, Urban & Com Dev
1). Education
3) Human Rights
2) Safety & Security
DPSA
DPSA
DPSA
DPSA
DPSA
6) Youth Development
7) African & Int. Solidarity
8) Women emancipation
9) Culture & Heritage
4) Health
5) Rural, Urban & Com Dev
1). Education
3) Human Rights
2) Safety & Security
DPSA
DPSA
DPSA
DPSA
DPSA
DPSA
DPSA
DPSA
6) Youth Development
7) African & Int. Solidarity
8) Women emancipation
9) Culture & Heritage
4) Health
5) Rural, Urban & Com Dev
1). Education
3) Human Rights
2) Safety & Security
151
Preparation: What is expected from us
1. Creating common understanding on/about Consultation
2. Programme of Action3. Monthly themes4. Monthly themes input5. Consolidation for presentation during
Vuna/Premier’s/Excellence Awards
152
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
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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
154
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
155
Roll out Strategy…..
156
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.
157
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.
158
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
159
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
160
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
161
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
162
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
163
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 non-monetary rewards)
• Regular meetings with staff• Constantly communicate Batho Pele issues as part of
communication strategy (e-mail, intranet, etc)
164
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
165
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
166
Way Forward (Cont)
Actions
• Awareness presentations at different departments, promotional material, internet, e-mails, 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
167
Implementation Plan
Tasks Timeframe Person ResponsibleSubmission 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
168
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 MonthAnnexure:• Departmental Training Schedule
169
Review of Expectations
170
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.
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“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
172
DPSA CONTACT DETAILS
Faith Kasonkola(012) 336 1372086 6188630082 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 1824082 337 9922 (Mobile)Email :[email protected]
Vincent Mabunda(012) 336 1532 086082 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]