Briefing%20to%20the%20Portfolio%20Committee%20on%20the%20Batho%20Pele%20Programme%20for%20the%20Public%20Service%2019%20May%202010

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Briefing to the Portfolio Committee on the Batho
Pele Programme for the Public Service19 May 2010
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Quote by President
What we need is a different type of a public
servant a public servant who respects the
citizens he or she serves. A public servant who
values the public resources she has been
entrusted to manage. We need a public servant who
comes to work on time and performs his or her
duties diligently President Jacob Zuma, 23
April 2010, Meeting with top managers in the
Public Service
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OVERVIEW

1. Legal Background
2. What are the Eight Batho Pele Principles
3. Batho Pele Value System
4. Challenges with Service Delivery within the
   Public Service
5. What is a Service Delivery Charter?
6. Batho Pele Revitalisation Programme to Address
   Challenges
7. Batho Pele Impact Assessment Programme
8. Co-ordination of Batho Pele
9. Conclusion

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1. Legal Background
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The Constitution, 1996 (Chapter 10Public
Administration)

• 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.
• Peoples 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.

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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

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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
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2. Why the introduction of Batho Pele?
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Rationale for Batho Pele

• A need for Commitment to service excellence in
  HOW we deliver services in our day-to-day
  operations to citizens.
• It is not any additional task to our daily tasks,
  but the manner in HOW we approach delivering our
  tasks in a professional, efficient and organised
  manner which ensures predictable services to ALL
  citizens ALL the time.
• Batho Pele is about REAL professionals doing
  REAL jobs, addressing REAL issues, which affect
  REAL people, the citizen

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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 citizens to hold public servants
  accountable for the type of services they
  deliver and
• Citizen orientated approach to service delivery
  informed by the 8 principles

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COMMITMENT TO SERVICE DELIVERY

• The 8 Principles of Batho Pele are a commitment
  to continuous improvement and more innovative
  ways to deliver service to citizens through a
  Service Improvement Programme
• To build effective relationships with the end
  users of public services, the citizen

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2. What are the 8 Batho Pele Principles
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(No Transcript)
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CONSULTATION
Citizens should be consulted about the level and
quality of the services they can expect to
receive and wherever possible should be given a
choice about the nature of the services that are
on offer
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SERVICE STANDARDS
Citizens should be told what level, quality,
quantity and frequency of public services they
would receive so that they are aware of what to
expect, where, when, how and why
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ACCESS
All Citizens should have equal access to public
services which they are entitled to, within a
reasonable distance from where they live and work

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COURTESY
All Citizens should be treated with dignity and
respect irrespective of social or economic
background and citizens should receive a
sympathetic and positive response to all
complaints and queries
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INFORMATION
Citizens should be given full and accurate
information about public services they are
entitled to receive and public information which
affects their rights to citizenship so that they
can make informed choices
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OPENNESS AND TRANSPARENCY
Citizens should be told how government works,
how much services cost and who is responsible for
the delivery of such services and if such
services cannot be delivered,why not
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REDRESS
Where the promised standard of service cannot be
delivered now, citizens should be told why and an
apology offered with a full explanation and a
speedy and effective access to a solution or
remedy which is fair, responsive and confidential

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VALUE FOR MONEY
Public Services should be provided and procured
in an economically and efficient manner in order
to give as many citizens as possible the best
possible value for their money spent on public
goods and services
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3. Batho Pele Value System
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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
  citizen 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

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The three pillars underpinning the Batho Pele
Value System
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
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4. Challenges with Service Delivery in the
Public Service
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COMPLIANCE TO BATHO PELE
A 2003 PSC Survey found there were
differential levels of implementation of the 8
Principles of Batho Pele and highlighted the
following challenges which are being addressed by
the introduction of the Batho Pele Revitalisation
Strategy in order to ensure compliance
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CHALLENGES
Public Servants lack practical skills to apply
the Batho Pele principles Narrow and uneven
interpretation of Batho Pele No service
standards are set to mediate citizen expectations
of service delivery
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CHALLENGES
Service Delivery Improvement programmes are not
aligned with service delivery capacity and
resources in departments Service Improvement is
seen as a separate campaign and not integrated
into the daily core business of departments
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CHALLENGES
Service Delivery Improvement programmes were
merely listing procedures without necessarily
indicating how an improvement of quality,
quantity or efficiency level will be attained by
departments
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CHALLENGES
Batho Pele principles had to change the
historical attitudes of how frontline personnel
work and behave towards the public in the
delivery of services
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CHALLENGES
Lack of adherence to basic Public Administration
practices Batho Pele principles had to be
incorporated into the Performance Management
System of all departments
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CHALLENGES
Absence of basic requirements in departments,
e.g. service standards, service delivery
improvement plans, signage, redress mechanisms
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5.What is a Service Delivery Charter?
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SERVICE DELIVERY CHARTER
It is a statement of commitment that a
department makes towards service delivery based
on its mandate, capacity and resources
Reinforces service delivery improvement to all
recipients by meeting their reasonable
expectations
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DEVELOPING A SERVICE DELIVERY CHARTER
A Consultative two-way process which affords
ALL an opportunity to learn about government
services provided by a dept and the community
that the dept serves
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ADVANTANGES OF A SERVICE DELIVERY CHARTER

• Understanding the circumstances, needs and
  reasonable expectations of citizens and plan
  thereafter
• Understanding the shortcomings and limitations of
  your dept and improve
• Realising what is possible, realistic and
  doable and what is not and in what time-line
• Coming to a deeper understanding of Batho Pele-
  putting people first

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SETTING SERVICE STANDARDS

• Must be relevant and meaningful and
  adhere to the SMARTER principles of being
• Specific
• Measurable
• Attainable
• Realistic
• Time-bound
• Evaluated
• Reviewed

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6. Batho Pele Revitalisation Programmes to
address Challenges
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Roll-out of Batho Pele Flagship Programmes

• 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
• Mainstreaming, institutionalising, sustaining
• and fostering accountability for the
• implementation of Batho Pele.

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Roll-out of Batho Pele Flagship Programmes

• Setting Service Standards
• Designing Service Delivery Improvement
• Plans (SDIPs)
• Hosting BP Learning Networks
• Batho Pele Change Management
• Programme

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Revitalisation of Batho Pele
Citizen interface Thusong Service Centres CDWs
Front office
Change Engagement Programme
Internal Communication
External Communication
Culture
Ethics Professionalism

• Citizen focus
• Consultation
• Information

• Staff focus
• Organizational
• Culture
• Morale

Back Office

• Structure
• Systems
• Processes

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Access Strategy

• An access strategy was developed by the DPSA
  during 2008.
• The objectives of the strategy are
• 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
• Development of an GIS system
• To assist departments in adopting a
  citizen-centred approach to service delivery

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Know Your Service Rights Campaign (KYSRC)

• To date two booklets (social cluster and criminal
  and justice cluster) was developed and 274 000
  copies were distributed.
• The objectives of the KYSRC are
• To ensure that the majority of citizens are
  educated and well informed of government services
• To ensure that citizens are aware of various
  channels 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

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Service Delivery Improvement Plans (SDIP)

• Each department must submit a SDIP every three
  years and report on implementation thereof on a
  yearly basis. In 2009/10 only 60 of deparments
  submitted
• The objectives of SDIP are
• To ensure effective efficient service delivery
  by making
• the new, transformed Public Service
• To ensure continuous improvement of services
• To ensure that service standards are developed
• To ensure that service delivery charters are
  developed
• and published

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Khaedu

• Khaedu entails the deployment of senior managers
  to the coalface of service delivery to develop
  collective solutions to challenges experienced.
  This is done on an annual basis after the
  completion of a once off five day theoretical
  course offered by PALAMA
• The objectives of Khaedu are
• 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.

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Batho Pele Change Management Engagement Programme
(BPCMEP))

• The BPCMEP is being rolled out on a train- the-
  trainer basis by DPSA
• The objectives of the BPCMEP are as follows
• Introduce and roll out the Belief Set - We
  belong, We care, We serve
• Begin a process of institutionalising and
  embedding the Belief Set
• Create excitement, passion and a better
  understanding about the Belief Set and Batho Pele
  
• Motivate public servants to go beyond the call of
  duty
• Deepen the understanding of Batho Pele
• Positively influence the behaviour, attitudes,
  work ethic, code of conduct and value system of
  public servants

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Annual Public Service Week

• Effort to address service delivery challenges and
  backlogs at service points of service delivery
  intensive institutions by deploying Senior
  Managers to areas experiencing challenges during
  Annual Public Service Week
• The objectives are to
• Enhance the quality and efficiency of public
  service and
• Ensure multi-skilling of public service cadres in
  all layers.

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Africa Public Service Day (APSD)

• APSD is celebrated annually on 23 June after
  endorsement by Africa Public Service Ministers
  meeting in Morocco in 1994 .
• Debates by politicians, academics and public
  servants on public service delivery challenges
  takes place and is broadcasted throughout South
  Africa
• The objectives of APSD are
• To recognise the working conditions and the
  quality of officials who devote their lives to
  diligently serve the public throughout the
  continent and
• To serve as a platform to showcase and reward
  good initiatives and achievements.

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7. Batho Pele Impact Assessment Programme NOW
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Refocus of Batho Pele Approach

• The refocus was named the BP Impact
  Assessment Approach and entails
• Integrated service delivery approach using BP as
  a vehicle
• Allocation of separate BP principles to each
  province
• Dedicated monthly themes in line with government
  priorities
• Introduce an Excellence awards programme

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Batho Pele Impact Assessment Approach

• Five key issues to support implementation
• Identification of key service delivery issues
• Strengthening/development of appropriate
  structures
• Strategies to inform/direct implementation
  through advocacy and education
• Monitoring and evaluation measures and
• Reporting and accountability.

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Izimbizos and Site visits

• Ministers, Premiers and MEC should collaborate
  together with Mayors and Councillors
• unannounced site visits to service delivery
  points
• meet with public servants and citizens and listen
  to their challenges and solutions
• The objectives of the site visits are as follows
• Seeks to improve service delivery by identifying
  areas of deficiency in delivering services to our
  citizens in order to reduce service delivery
  protests
• demonstrate not only the seriousness with which
  service delivery is viewed

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Izimbizos and Site visits

• The objectives of the site visits are as follows
• Visibility of government to support public
  servants in improving service delivery by
  focusing on all identified sectors per theme
  linked to a specific Batho Pele principle per
  province
• Monitoring and evaluating where service delivery
  challenges still exist and providing joint
  solutions to line and sector departments

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Batho Pele Impact Assessment Approach Provincial
Principle allocations
PROVINCE PRINCIPLE
Eastern Cape Service Standards
Free State Openness Transparency
Gauteng Value-for-Money
Kwa Zulu Natal Information
Limpopo Courtesy
Northern Cape Accessibility
Western Cape Redress
North West Consultation
Mpumalanga All
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Batho Pele Impact Assessment Approach Monthly
themes

• January Education
• February Safety and Security
• March Human Rights
• April Health
• May Rural, Urban and Community Development
• June Youth Development
• July African and International Solidarity
• August Womens Emancipation
• September Culture and Heritage
• October Rights of the Child and
• November Environment as well as the hosting
  of the
• Annual
  Batho Pele Impact assessment
• Network

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Outcome based Approach to Service Delivery
Outcome 12 An Efficient, Effective and
Development
Oriented Public Service Output 1 Service
Delivery Quality and Access Output 2 Human
Resources Management and
Development Output 3 Business Processes and
Systems Output 4 Tackling Corruption
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Linkage to Outcome- based ApproachOutcome 12

• 1. Service User satisfaction
• Satisfaction surveys to be conducted in Education
  and Health sectors
• Citizen scorecards to be developed for a
  identified communities
• Public Participation through Ministers outreach
  programmes

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Linkage to Outcome- based ApproachOutcome 12

• 2. Responsiveness
• Develop a set of measures to assess
  responsiveness and timely provisioning of
  services of IDs, licenses and social grants
• Develop reports on services delivered to targeted
  communities

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Linkage to Outcome- based ApproachOutcome 12

• 3. Access
• Develop targets for maximum distance to be
  travelled by citizens to access services
• Plans for where integrated services need to be
  provided
• Accessible buildings planned for persons with
  disabilities

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Linkage to Outcome- based ApproachOutcome 12

• 4. Value for Money
• Baseline information on costs of services to
  citizens
• Set norms for pricing of services with sectors

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Collaborative Efforts for BP Continuous
Improvement

• Utilisation of CDWs as foot soldiers for public
  service access
• Utilisation of the Thusong service centers as
  key service delivery points
• Focus on frontline institutions as interface with
  citizens regarding 52 priority areas

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Collaborative Efforts for BP Continuous
Improvement

• Utilisation of the AG to enforce BP
  implementation through reporting mechanisms
• Collaborate with local government on service
  delivery challenges and work to deliver
  integrated services to citizens
• Improve communications with stakeholders and
  general public to identify service delivery gaps
  and improve excellence

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COMPULSORY COMPLIANCE MEASURES

• Implement Compulsory Compliance measures through
  performance instruments indicating specific
  success and failure indicators and corrective
  action
• Anti-Corruption initiatives to be implemented in
  line with the Anti-corruption strategy to protect
  efficient utilisation and distribution of
  resources

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8. Co-ordination of Batho Pele Programme and
Projects
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Batho Pele Co-ordinator

• Each department must appoint a Batho Pele co
  ordinator to implement the programme
• The role of the co ordinators is to
• Prepare and manage a business plan for the Batho
  Pele Office
• Coordinate and plan all BP initiatives (e.g
  Public Service Week, APSD, BP Learning Networks,
  site visits)
• Establish scope and critical deliverables
• Manage implementation of BP principles
• Mainstream principles in IDPs, Dept policies
  programmes

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• 9. CONCLUSION
• Together beating the drum for service delivery
• because
• WE BELONG, WE CARE, WE SERVE
• to make
• A BETTER LIFE FOR ALL.

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