Building A One Stop Culture In The Public Service Presentation to the Portfolio Committee on Public Service and Administration 14 June 2006

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Building A One Stop Culture In The Public
ServicePresentation to the Portfolio Committee
on Public Service and Administration14 June 2006

• In defining our concept of a developmental
  state, Sens concept of removing poverty and
  tyranny is key, expanding economic opportunities
  and fighting social deprivation is critical, and
  providing public facilities and services to the
  poor is paramountanother important feature of
  our developmental state must be the provision of
  a seamless system of government, even as we
  continue to respect that it is constituted in
  three spheres.
• President Thabo Mbeki, JUNE 7, 2006 On The
  Occasion Of The Budget Vote of The Presidency.

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Building A One Stop-Culture

• There is a great need to improve service delivery
  in the public sector by entrenching a culture of
  efficiency and effectiveness in the way we serve
  our citizens and the way we work.
• This requires a paradigm shift in mindset and a
  set of behaviours and/or culture that will
  support the Batho Pele principles.
• A one Stop Culture is people-centred, driven and
  focused.

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Presentation Outline

• Introduction and Context
• Objectives
• Current Situation and Access Channels
• Batho Pele Model
• Implementation of the Model
• Interventions
• Assumptions

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Introduction and Context

• Batho Pele and subsequent Revitalisation Strategy
  are initiated to promote the principle of
  putting people first as a driver of
  transformation within the Public Service.
• Report on the implementation of BP pointed to
  need to take public services closer to the
  people.
• Comprehensive 2014 government wide Access Vision.
• A holistic, integrated, and multi-dimensional
  approach to service delivery
• Front-office, back-office, internal and external
  communications, and culture
• Speedy and convenient access to public services
  by citizens in remote areas by location, gender,
  age, race, language, disability.
• Recognition of existing range of departmental and
  intermediary initiatives to take public services
  to the people, however there are variations in
  scope, depth and responsiveness to citizen needs
  .
• Challenge to develop a better integrated
  approach to service delivery.

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Objectives
Cost Efficiency
Objective
Current
Speed
Quality
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Objectives

• Provide a framework within which all access
  initiatives and points would exist and operate.
• Remove urban-rural disparities in service
  delivery.
• Single-view of government and similar services
  despite geography
• Build and consolidate existing initiatives to
  enhance access.
• Address both the supply and demand side of the
  service delivery value chain with more focus on
  service users.
• Specific emphasis on institutional re-orientation
  towards citizen rights and entitlements
  (socio-economic rights)
• Build strong ME and redress mechanisms
• Use of multi-channels, not just traditional and
  conventional offices, to capture economies of
  scale, efficacy citizen convenience.

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Current Situation and Access Channels

• Lack of basic infrastructure
• Hindering reach and coverage, language
  availability, back-end processes (quality,
  quantity, cost, turnaround, etc)
• Departments undertaking their own initiatives
  with their own budgets, using their own
  technologies, approaches, etc
• Grey areas of accountability and ownership,
  especially in current integrated environment
• Lack of uniformity, viz. service standards, ME,
  redress, compliance
• Front-end and back-end not sufficiently
  integrated.
• Limited inter-operability, viz. systems, citizen
  data storage and processing

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Current Situation and Access Channels

• Current Service Delivery Access points are
• Traditional offices
• MPCCs
• Batho Pele Gateway Portal
• Community Development Workers
• Mobile Units
• Intermediaries (SAPO, Retail and Banks)
• Public Internet Terminals
• Planned
• Urban Malls
• SAPO
• Retail

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Batho Pele Model
Front Office
Culture
Communication
Batho Pele Model
Back Office
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Batho Pele Model

• The following are the key elements of the model
• Front-office and back- office re-engineering
• Communications (external and internal), culture,
  leadership and learning
• Back-office re-engineering
• People (training, empowerment)
• Infrastructure and information technology and
• Processes and systems.
• All the key elements need to be in place and
  fully integrated in order to achieve public
  service goals

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Implementation Of The Model

• Front-office re-engineering
• In the Front-Office Reengineering a strategy is
  being developed to achieve a comprehensive 2014
  government wide Access Vision
• Access strategy will provide a framework within
  which all access initiatives and points would
  exist and operate, and more fundamentally, build
  and consolidate existing ones
• The Focus is on service according to citizens
  needs and intent
• The strategy therefore proposes to
• Develop a service standards framework
• Develop basket of service offerings in an
  integrated fashion
• Co-ordination (Monitoring Evaluation)
• Audit Access Channels initiatives and maximize
  their benefit
• Promote language of choice and active citizen
  participation
• The Access strategy is an all encompassing
  framework within which Access channels and other
  relevant access initiatives exists

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Implementation Of The Model

• Back-Office reengineering
• Intends to forge a common approach to
  E-Government in all three spheres of government
• It seeks back-end integration under the umbrella
  of E-Gov Programme
• Regulatory framework as Policy and Regulations
  are in place and may request intermittent review
  as technology changes
• DPSA Initiatives prioritized are
• Improvement of Batho Pele Phase I Portal,
  e-Inventory of Government Information Systems
  (eIGIS), Use of CabEnet System by Departments
• Government-Wide Enterprise Architecture, Build
  sound relationship with SITA through amongst
  others well maintained Shareholder Compact
• IT Audit Framework, Improve ICT Skills in the
  Public Sector and
• Monitoring and Evaluation of all Government ICT
  Projects
• Identification of an ICT project that would serve
  as catalyst that would result in upsurge of
  E-Government
• Transversal Initiatives are Home Affairs National
  Identification System (HANIS), Integrated
  Financial Management System (IFMS), Integrated
  Justice System (IJS),

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Implementation of the Model

• Communications
• Internal Communications
• This element broadly refers to internal
  communications aimed at ensuring that public
  servants themselves are informed and consulted on
  matters that affect them and their work and
  therefore service delivery.
• External Communications
• This element of Batho Pele model provides
  information to the public about important matters
  and initiatives that affect their lives and
  provides an opportunity to ensure that the
  publics concerns, ideas etc are taken into
  consideration in the implementation process. This
  includes a know your service rights campaign 
• To date 400 people have been trained in
  Limpopo. Roll out has already started in many
  Departments, e.g. Local Government,
  Municipalities, Public Works and the Office of
  the Premier. In Free State 25 Batho Pele
  Co-ordinators have been trained. Preparations
  are underway to roll the Programme out to all
  Departments in this Province.

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Implementation of the Model

• Culture (Change Management Engagement programme)
• Organisational culture is generally viewed as
  the ways of thinking, behaving and believing
  that members of a social unit have in common.
  Culture may be seen in terms of the shared values
  and beliefs that guide the way organisational
  members behave towards one another and approach
  their work.
• To date 400 people have been empowered in change
  management in Limpopo. Roll out has already
  started in many Departments, e.g. Local
  Government, Municipalities, Public Works and the
  Office of the Premier. In Free State 25 Batho
  Pele Co-ordinators have been trained.
  Preparations are underway to roll the Programme
  out to all Departments in this Province. The
  rollout also started in KZN, targetting
  municipalities.

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Batho Pele Initiatives
Batho
Pele
Learning
Network/Coordinating
Forums
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Interventions

• Develop a service standards framework
• Analysis of what access standards and norms are
  there and gaps thereof
• Minimum standards governing access
  channels-similarity in nature and operations
• Measurable indicators
• Develop basket of service offerings
• Identification of basket of services that can be
  integrated
• Analyze demand and supply of services and access
  to them
• Improve processes (front-and back-end operations)
  that hinder access

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Interventions

• Co-ordination
• A dedicated G A Cluster task team coordinates
  inter-departmental initiatives
• ME framework and best practice guidelines
• Service standards compliance and redress
• Role of CDWs in integrating front and back office
• Role of CDWs in participatory ME
• Promote language choice and active citizen
  participation
• Ensure availability of services in relevant and
  applicable languages (incl.translation of service
  offerings)
• Public participation plan leveraging on existing
  platforms, viz. IDP forums, Izimbizos, CDWs,
  citizens forums

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Assumptions

• Oversight role of Parliament, the Executive, the
  Judiciary and civil society over public
  administration exercised
• SPS Legislative framework to create an
  appropriate environment for integration and
  seamlessness
• Participation, appreciation and ownership by key
  line functional departments and sectors
• Emphasis on both supply and demand side of access
  to public services
• Seamless integration of Front and Back-end System
• CDWs facilitate targeted implementation of policy

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SIYABONGA