UGU DISTRICT MUNICIPALITY

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UGU DISTRICT MUNICIPALITY

• Embracing Batho Pele as an integral part of
  Municipal Business
• A Case Study

The 7th Batho Pele Learning Network 2008
Dr MJ Ngesi Senior Manager
Strategy and Shared Services
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CONTENT

• Background
• Problem formulation
• Strategic intervention
• Impact and results of intervention
• Lessons learnt
• Conclusion

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BACKGROUND

• UGU DM is one of the 10 districts in KZN, and has
  SIX Local Municipalities under it
• It has about 738 504 population
• 84 of it is rural with a lot of spatial
  inequalities
• The Key Service provided is basic water and
  sanitation.

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Ugu 84 rural(Stats SA 2001)
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BACKGROUND (Cont.)

• As one the three spheres of government Ugu DM is
  required by legislation to implement Batho Pele
  to improve service delivery and transformation of
  service
• The Constitution of the Republic of South Africa
  of 1996
• Section 32 of the Constitution provides for the
  universal right of access to information held by
  the State to facilitate the exercise or
  protection of any right by citizens. e.g. the
  right to access Public services in an equitable,
  convenient and cost-effective manner

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• The White Paper on the Transformation of the
  Public Service of 1995 (WPTPS)
• These legislative frameworks, compel all spheres
  of government to align their service delivery
  mandates and service delivery improvement plans
  with the overall service delivery priorities of
  the government based on the needs of the
  citizens.
• They further call for the setting up of service
  standards, defining outputs and targets, and
  benchmarking performance indicators against
  international standards
• Consequently dpsa team under the leadership of
  Dick conducted workshop for Ugu and Sisonke
  families of municipalities to enable them to roll
  out BPCMEP.

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PROBLEM FORMULATION

• Internal from HR Reports

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Staff Complaints

• Demanding and inconsiderate supervisors
• Supervisors whose interactions with staff were
  not empowering, but instead frustrating
• Managers who instil fear in employees, and thus
  become unapproachable and not supportive
• Workplace that was discriminating, upsetting, and
  very stressful
• Where you have to tear yourself up for the blood
  to be pulled and taken out of you.

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Staff Complaints continue

• A very frustrating workplace because what you do
  is not acknowledged and appreciated, and
  therefore you are not praised for it
• A boring workplace where employees were treated
  like strangers
• Where mistakes are punishable without any
  consultation.

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The Problem is with the Back Office

• There was a case where a customer asked for a
  refund. He was told that it takes 4-8 weeks for a
  refund.
• He returned after eight weeks, very irate, to ask
  about the delay. The frontline official went to
  investigate the cause of the delay in the back
  office. She was told that "they are busy with
  other things, signing that cheque is not a
  priority". She was also not advised when the
  cheque would be ready, as there are other
  important things to be done.
• When she came back she was so scared to talk to
  the customer and she asked me "where is Batho
  Pele" at the back office if they have to put up
  with such poor service. 

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Tortoise Inefficient Dont care attitude Slow
Elephant Slow service Bureaucracy Stubborn
Lots of Bulk
Donkey Slow
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COMPLAINTS FROM COMMUNITIES

• Poor service where customers wait for too long
  without being served
• Dissatisfaction with water quality and lack of
  water
• Trucks that deliver water not doing it regularly
• Burst pipes that are not attended to immediately
  
• Distant pipes hence walking long distances to
  fetch water
• Lack of development such as roads and houses
• Municipal buildings physically unfriendly.

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STRATEGIC INTERVENTION Batho Pele (BP)
Implementation Plan
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STAFF DEVELOPMENT AND TRAINING ON BP

• Training initially targeted frontline staff and
  supervisors
• Frontline staff sent open ended projective
  questionnaire to assess their conscious and
  subconscious needs
• Training programme was packaged accordingly and
  training based on identified needs.

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Organizational Behaviour
Work behavior symptoms

• poor people skills
• Conflicts and tensions
• Rudeness
• Miscommunication
• Misinterpretation
• Distortions

• Fear
• Aggression
• Insecurity
• Frustration
• Anger

root causes

• Subconscious mind
• Persona
• Shadow
• Animus/Anima
• Transference
• Past experience

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Public Consultation
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PUBLIC PARTICIPATION CONTINUES
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CONSULTATION REGISTER
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BATHO PELE FLAGSHIP PROJECTS

• Municipal Service Week
• The Municipal Service Work was implemented
  to
• Expose Top and middle managers to service
  delivery challenges by deploying them to the
  coalface of service delivery
• Identify frontline challenges and develop plans
  for corrective action and
• Encourage Senior Managers of all Municipalities
  to interface with the citizens
• Take some EXCO members to some service sites for
  observation.

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BP Flagship projects cont.

• Know Your Service Rights Campaign
• The Know Your Service Rights Campaign was
  implemented
• To promote awareness on citizens rights with
  regards to the level of Municipal services they
  receive as well as educating them on appropriate
  actions to take when such rights are infringed
  on
• To exert positive pressure on the Municipality
  and its officials with the intention of fostering
  a people and service-centric culture that elicits
  requisite behaviour and attitude
• To emphasise the need to strengthen partnerships
  between the people and the Municipality in
  service delivery, thereby ensuring citizen
  participation.

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SERVICE DELIVERY IMPROVEMENT PLAN

• The SDIP was developed in 2007/2008 and reviewed
  in 2008/2009 financial
• It has budget allocated to it
• It is escalated to the performance contracts of
  every section 57 employee, hence it is in all
  departmental scorecards
• Bi-monthly reviews are conducted to monitor the
  implementation of the SDIP
• Departmental awards, in terms of PMS policy, will
  be given to the best department in implementing
  SDIP.

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• IMPACT AND RESULTS OF INTERVENTION

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Overcoming physical barrier
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• RESPONSE TO PEOPLES COMPLAINTS

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Public Accolades

• I would like to congratulate the following
  employees Mrs. Sidaki, Mrs. Ncama, Mrs. Msomi and
  Dr. Mabuyi Mnguni. Their standard of service is
  very high they take care of us the NGOs they
  respond quickly. We request that they get
  promotion until they are at Parliament because
  they are hard workers. We, Masakhane
  Organization have grown although we do not have
  our own buildings because they encourage us.
  Forward our heroes! The Municipality can increase
  help to those who are disadvantaged due to the
  virus( Sbusiso Graham Mtshali Private Bag
  X38366Izingolweni 4260072 782 4274).

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Public Accolades Continues

• This is an appraisal. Ive been having water
  problem for six months not getting help. In
  January I was help by a child with good manner of
  approach, who listened when I reveal my problem.
  Stating that Ive been reporting often. The child
  gave me the reference number of 02/01/024/TM and
  the problem was solved and we got water properly.
  This child bothered to phone and find out if we
  were satisfied. Thank you very much. Although I
  have forgotten the surname but the name is
  Thabile (N.E. Tembe MbayimbayiLocation-
  MurchisonOffice 10188743039 687 7428).

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Public Accolades continues

• I was once sick in a way that I was referred to
  one of Ugu offices where I was going to get a
  person to advise me what to do when things are in
  this situation. I would like to thank a lady who
  welcomed me with overwhelming love her name is
  Mrs. N Mkhize. She counseled me with great
  patience and love. I even decided to go to the
  hospital after being traditionally medicated. I
  would like to pass my sincere thank and gratitude
  to Mrs. Mkhize. I say long live Mrs Mkhize in
  your care about the people. The fact that Im
  still alive is because of you. Thank you may God
  bless you.

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Increase of complaints positive

• In July 2007, only 44 Service Delivery Complaints
  were received
• It escalated in November, when 148 complaints
  were received
• By June 2008, service delivery complaints
  dropped to 130, mainly access, courtesy,
  information, consultation and openness.

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Impact of Know your rights campaign and BPCMEP
Training
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Impact of Municipal Service week

• Management insight of work dynamics on the ground
  and thus influencing policy formulation such as
  overtime for the VTS employees and fleet
  management
• Moving away from top down approach to bottom up
• MSW welcome by employees as positive to building
  relationship with top management
• It was shock therapy to participated managers on
  realising that they knew very little on what is
  happening on the ground

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Impact of MSW continues

• Consultation with the staff and wider community
  is beginning to contribute towards a credible
  IDP
• The public is very responsive to change, hence
  many compliments received from the Public.

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Recognition by DPSA

• When DPSA embarked on Phase 2 of the rollout of
  the qualitative BP programme, Ugu was voted as
  one of the four municipalities in the country
  which showed an initiative and evidence of the
  implementation of the programme.
• Consequently Ugu DM has participated during the
  DVD footage which was captured and to be used as
  a case study and benchmark for all other
  municipalities in South Africa.

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Recognition by Province Office of the Premier
Ugu DM staffer leading Provincial PSW team
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LESSONS LEARNT

• For the programme to take off and succeed, it
  must be located in the Municipal Managers
  office, and fully supported by Top Management
• A Visionary Municipal Manager is central to
  success
• BP is not just about service with a smile, but
  concrete service delivery
• Know your Rights Campaign may make things get
  worse, hence Top management were skeptical about
  it
• It helps to start with your internal customers
  (staff) first to prepare them for facing irate
  external customers.

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Lessons learnt continues

• Some employees and people are not easily
  receptive to change
• MSW and Know your Rights Campaign revealed to us
  that there was a big gap between top management
  and employees and Head office and satellite
  offices
• , it was unveiled that policies developed without
  proper consultation were not effective

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CONCLUSION

• Batho Pele is a continuous service delivery
  and customer care. It is about our commitment and
  values of ubuntu and change of attitude towards
  our people. This change and customer care begin
  with an individual and spread to others at home,
  at work and into the whole world.
• Let us all work together as South Africans,
  and strive to enhance our performance and work
  ethics, to reach the world class standards, by
  putting People First.

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UGU DISTRICT MUNICIPALITY
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Thank You