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Welcome to the Batho Pele Change Management Engagement Programme

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Title: Welcome to the Batho Pele Change Management Engagement Programme


1
Welcome to theBatho 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
GEMS Medical Aid
DPSA DEVELOP POLICIES
CPSI INNOVATION
SITA IT
OPSC MONITOR EVALUATE
PALAMA TRAINING
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
BATHO PELE
Together Beating the drum for service delivery
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 dont 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
16
The Regulatory Framework
RDP White Paper, 1994
Constitution of 1996
PS Amend Act, 1999
W/Paper on Transf the PS -1995
PSC Act, 1997
Municipal Systems Act, Act, 2000
PFMA 1999
AJA - 2000
W/Paper Trnsf PS Del Batho Pele, 1997
Public Service Laws Amend Acts 97/98
P/Service Regulations, 2001
Promotion of Access to information Act, 2000
Public Serv Act of 1994
Service Delivery
SERVICE DELIVERY
POST-94 PUBLIC SERVICE
PRE-1994 PUBLIC SERVICE
RESULTS DRIVEN
Rules Bound
TRANSFORMATION
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.
  • 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.
  • 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 Africa by a transformed public
service, which is representative, coherent,
transparent, efficient, effective, accountable
and responsive to the needs of all. MISSION T
he 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 _at_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 departments
    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
Client interface Thusong Service Centres (MPCCs)
Front office
Change Engagement Programme
Internal Communication
External Communication
Culture
Ethics Professionalism
  • Staff focus
  • Organizational culture
  • Morale

Back Office
  • Customer focus
  • Consultation
  • Information

Structure Systems Processes
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
  • Know Your Service Rights Campaign
  • Africa Public Service Day
  • Know Your Service Rights Project
  • Mainstreaming Institutionalising
  • Batho Pele
  • BP Change Engagement Programme
  • BP Learning Networks
  • SDIPs
  • 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 governments 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
    _at_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'
conceptHow 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.

50
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 your
  • understand 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 class
  • 20 minutes for exercise

52
Consultation
  • All national and provincial departments must,
  • regularly and systematically, consult not only
  • about the services currently provided but also
  • about the provision of new basic services to
    those
  • who lack them.
  • Consultation will give citizens the opportunity
    of
  • influencing decisions about public services, by
  • providing objective evidence which will determine
  • service delivery priorities. Consultation can
    also help
  • to foster a more participative and co-operative
  • relationship between the providers and users of
  • public 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

54


CONSULTATION METHODS
Citizens can be consulted through the following-
  • 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

Customer Satisfaction Surveys (how many per year,
how does it help in SD improvement
Campaigns on service delivery (Are they done/,
how often? etc
Izimbizo (how often? How do the citizens get
feedback after how long? etc.
  • Workshops (on what how do they
  • benefit/improve SD?
  • News-letters, websites, internet intranet etc

55


IMPLEMENTATION STRATEGY
  • Identity the customers
  • Establish the customer's needs and priorities
  • Establish the current service baseline
  • Identify the 'improvement gap'
  • Set service standards
  • Gear up for delivery
  • Announce service standards and
  • Monitor delivery against standards. and publish
    results
  • THE DPSAS ROLE/ MANDATE
  • provide leadership and expert advice on an
    ongoing basis to guide and support departments'
    implementation programmes
  • assist in capacity building. In conjunction with
    PALAMA
  • ensure that key line and staff officials within
    departments are assisted to develop expertise and
    share good practice.

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.

64
BATHO PELE PRINCIPLES
Consultation
Access
Service Standards
Information
Courtesy
Batho Pele
Redress
Value for Money
Openness Transparency
65
How is the Public Service perceived?
  • The Public Service is currently perceived as
  • being 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/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
  • 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

The result proud to serve
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
  • 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

The result proud to serve
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
  • 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

The result proud to serve
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
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
The result proud to serve
84
BATHO PELE
BELIEF SET
We BELONG
We SERVE
Organisation cares about us as human beings and
not just as workers
Its about serving your customers with pride and
going the extra mile
We CARE
Its about looking after our internal and
external customers
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
PeleSeason 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 peoples 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

87
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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
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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
How Public Sees Us Today
95
How Should Public See Us In the Future
Horse Agility Speed Ball Rolling
Dolphin Informative Intelligent Graceful
Eagle Stature Respect Responsible Soars High
Cheetah Agile Fast Flexible
Tiger Meticulous Speedy Purposeful Responsive
96
New Appoach Batho Pele Impact Assessment (BPIA)
97
In times of discontinuous change
we are being judged by a new yardstick not just
by how smart We are, or by our training and
expertise, but by how well We handle ourselves
and othersDaniel Goleman
98
Change Management Engagement
  • Teams and Team Work

99
Together Beating the Drum for Service Delivery
Drumming exercise
100
KEY ROLES IN TEAMS
Linker
Coordinates Integrates
Adviser
Creator
Encourages the search for more info
Initiate creative ideas
TEAM
Promoter
Maintainer
Champions ideas after they're initiated
Fights external battles
Assessor
Controller
Offers insightful analysis of options
Examines details and enforces rules
Producer
Organiser
Provides direction and follow-through
Provides structure
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(Humphries1998)
  • Team Charectaristics
  • Purpose
  • Empowerment
  • Relationships Communication
  • Flexibility
  • Optimal productivity
  • Recognition Appreciation
  • Morale

103
Gearing up for Delivery
  • Then why do up to 70 of major performance
    improvement projects fail?

104
Change Management Engagement
  • Managing Change

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 definitions
  • Shift from the way things have been done to the
    new way of doing things, therefore a difference
    between the past and the future
  • How 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

107
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
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112
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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 leaderships ability to align Batho
    Pele to the organisations 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 Synergy
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

119
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

122
Stages emotions of change
123
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, dont 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
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
KEY SERVICE SERV BEN CURRENT STANDARD CURRENT STANDARD DESIRED 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
131
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 SDIPsKeeping 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
KEY SERVICE SERV BEN CURRENT STANDARD CURRENT STANDARD DESIRED 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
143
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 _at_the 8th BPLN in Durban in 2009

146
SHIFT/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
147
SERIOUS 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
148
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
North West
1). Consultation
North West
1). Consultation
North West
1). Consultation
North West
1). Consultation
North West
1). Consultation
1). Consultation
Eastern Cape
2) Service Standards
2) Service Standards
Eastern Cape
2) Service Standards
Eastern Cape
2) Service Standards
Northern Cape
3) Access
Northern Cape
3) Access
Limpopo
4) Courtesy
Kwa Zulu Natal
5) Information
Free State
6) Openness Transparency
Western Cape
7) Redress
Gauteng
8) Value for money
Mpumalanga
9) All Principles
  • Mpumalanga- All principles and host for 2010
    BPIAN
  • National depts Municipalities Aligned with
    provinces in which they are situated

150
Key focus areas Institutionalising
Mainstreaming BP NORTH WEST - CONSULTATION
THEMES PER MONTH
LEAD DEPT PROJ MGR
PROVIAL RESP OFF
1). Education
DPSA
NW
Awareness campaign KYSC Bursaries Information
sessions
1). Education
1). Education
DPSA
DPSA
DPSA
1). Education
1). Education
1). Education
1). Education
January
2) Safety Security
2) Safety Security
2) Safety Security
DPSA
NW
DPSA
DPSA
DPSA
2) Safety Security
2) Safety Security
2) Safety Security
2) Safety Security
February
DPSA
NW
DPSA
DPSA
DPSA
3) Human Rights
3) Human Rights
3) Human Rights
3) Human Rights
3) Human Rights
3) Human Rights
3) Human Rights
March
4) Health
DPSA
NW
4) Health
DPSA
DPSA
DPSA
4) Health
4) Health
4) Health
4) Health
April
5) Rural, Urban Com Dev
DPSA
NW
5) Rural, Urban Com Dev
DPSA
DPSA
5) Rural, Urban Com Dev
5) Rural, Urban Com Dev
5) Rural, Urban Com Dev
5) Rural, Urban Com Dev
May
DPSA
NW
DPSA
6) Youth Development
June
6) Youth Development
6) Youth Development
6) Youth Development
6) Youth Development
7) African Int. Solidarity
July
DPSA
NW
DPSA
7) African Int. Solidarity
7) African Int. Solidarity
7) African Int. Solidarity
7) African Int. Solidarity
8) Women emancipation
August
8) Women emancipation
8) Women emancipation
8) Women emancipation
8) Women emancipation
DPSA
NW
DPSA
9) Culture Heritage
September
DPSA
NW
9) Culture Heritage
9) Culture Heritage
9) Culture Heritage
9) Culture Heritage
October
10). Rights of the child
DPSA
NW
November
11)Environment
NW
DPSA
151
Preparation What is expected from us
  • Creating common understanding on/about
    Consultation
  • Programme of Action
  • Monthly themes
  • Monthly themes input
  • Consolidation for presentation during
    Vuna/Premiers/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

153
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

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

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 planSet 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 Networ
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