Presentation on theme: "DAY 1 Welcome & purpose of training Introduction & Expectations"— Presentation transcript:
1Welcome to the Batho Pele Change Management Engagement Programme “Train the Trainer”
2DAY 1 Welcome & purpose of training Introduction & Expectations Who are we (MPSA)?Objectives of the workshopStrategy for the ProgrammeThe Context of Transformation and Service DeliveryThe Batho Pele Revitalsation ProgrammeBatho Pele PrinciplesBatho Pele Belief Set
3DAY 2 Recap of previous day Video and exercise on Batho Pele Heroes Belief Set and link with Batho Pele PrinciplesOrganisational CultureTeams and Team WorkDrummingManaging ChangeService Delivery Improvement PlansCascading BP - Implementation Strategy
4DAY 3Recap of previous dayPresentation by teamsStop-start exerciseBenefits and Concerns ExerciseReview of expectationsRoll-out strategy (Way Forward)Concluding Remarks
6Quote 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 andland 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
7MINISTRY FOR PUBLIC SERVICE AND ADMINISTRATION (MPSA) GEMSMedical AidDPSADEVELOPPOLICIESCPSIINNOVATIONPALAMATRAININGOPSCMONITOR & EVALUATESITAIT
8Quote 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
9Objectives 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 policyChange the culture / behaviour / attitudes of public servantsDeal with resistance to changeEmbrace the Batho Pele Belief Set “We belong, We care, We serveEnsure the Belief Set & Principles are rolled out throughout the public service – by you training them!!!Motivate officials to go beyond the call of dutyPromote the slogan dubbed : TOGETHER BEATING THE DRUM FOR SERVICE DELIVERY
10Strategy for the Programme The Change Management Engagement Programme has been dubbed:“Together Beating the drum for Service Delivery”
11“Together Beating the drum for Service Delivery” Strategy Cont…..The Theme:“Together Beating the drum for Service Delivery”To create excitement about the programme - inspirationalTo 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 servicesThe beating of the drum is usually associated with celebrating triumph
12Together Beating the drum for service delivery BATHO PELETogether Beating the drum for service delivery
13This is all about service delivery!!!! “Together Beating the Drum for Service Delivery”This is all about service delivery!!!!It is about working together as teamsWe need to sing from the same hymn sheetThere must be harmony, rhythm & integration in our work teamsIf we don’t understand each other there will be no rhythm and we will be disorganised, fragmented and in our silos
14The Context of Transformation and Service Delivery
16The Regulatory Framework RDP White Paper, 1994Constitution of 1996PS Amend Act, 1999W/Paper on Transf the PS -1995PSC Act, 1997Municipal Systems Act, Act, 2000PFMA1999AJAW/Paper Trnsf PS Del Batho Pele, 1997Public Service Laws Amend Acts 97/98P/Service Regulations, 2001Promotion of Access to information Act, 2000Public Serv Act of 1994Service DeliveryPRE-1994PUBLIC SERVICEPOST-‘94PUBLIC SERVICESERVICEDELIVERYRules BoundRESULTSDRIVENTRANSFORMATION
17The Constitution, 1996 (Chapter 10) A high standard of professional ethics must be promoted and maintained.Efficient, economic and effective use of resources must be promoted.Services must be provided impartially, fairly, equitably and without bias.People’s needs must be responded to, and the public must be encouraged to participate in policy-making.Public administration must be accountable.Transparency must be fostered by providing the pubic with timely, accessible and accurate information.Clause 9 makes reference to prohibition of unfair discrimination on the basis of disability.
18Extract 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…….”
19The White Paper on 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 ServiceThis 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-centricPeople must come firstBatho Pele “ A better life for all”
20Vision and Mission of the SA Public Service “Continually to improve the lives of the people of South Africaby a transformed public service, which is representative,coherent, transparent, efficient, effective, accountable andresponsive to the needs of all.”MISSION“The creation of a people-centered and a people-driven publicservice that is characterized by equity, quality, timeousnessand a strong code of ethics.”White paper of the Transformation of the Public Service, 1995
21White 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 deliveryTo provide a strategy on how to improve access to public services to all citizens, inclusive of people with disabilities.
22What 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; andCitizen orientated approach to service delivery informed by the 8 principles
23WHY A BATHO PELE SPECIFIC POLICY? To ensure that all Employees adhere to the Principles of Batho Pele and be more accountable to citizensTo have a customer-centric approach to equitable service deliveryTo improve service deliveryTo build effective relationships with the end users of public service
24Minister 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 & 8th BPLN in Durban in 2009
25Guide for Public Servants The Constitution sets out basic values such as:Human dignity, achievement of equality and the advancement of human rights and freedomsNon racialism and non sexismSupremacy of the constitution and the rule of lawUniversal adult suffrage…..government to ensure accountability, responsiveness and opennessand principles governing public administration in chapter 10The Public Service Act complements the foundation laid by the Constitution in determining the non negotiables in the public serviceCode of conduct and Batho Pele as a service delivery policy
26Non Negotiables “SERVE THE PEOPLE” values and principles “Live by a High Standard of Professional Ethics ”;A) Integrity - CredibilityB) Honesty - IncorruptibleC) Dedication – Hard workingD) Passion - LoveE) Commitment - BeliefF) Distinction – The extra mileG) Quality - Satisfaction
27Non Negotiables (cont) Government as the employer has the responsibility tocreate a conducive workplace environment to boost morale of public servantsset national norms and standards through decent work, fair benefits and a living wage to attract, retain and continue motivating employeespursue redressing the imbalances by responding to demographics and investment of infrastructure and resources (education, health etc)become more responsive to the needs of workers andTrade 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”
29Promotion of Access to Information Act (Act 2 of 2000) People have the right to access information held by the StateIt forces Government to foster a culture of transparency and accountability which enables the public to exercise their rights
30The 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.
31The 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; andPart III.C.2 - an executing authority shall publish an annual statement of public service commitment which will set out the department’s service standards that citizens and customers can expect and which will serve to explain how the department will meet each of the standards
33Background to Batho Pele Revitalisation Programme (2) BP Policy has been enthusiastically received - actual implementation has been slowNeed to go beyond eight principles - Should introduce mechanisms to support the eight principles, e.g. flagship projectsAbsence of basic requirements in departments, e.g. service standards, signage, redress mechanismsBP regarded as an add-on and NOT integral part of day to day functions
34Revitalisation of BP: Towards a framework Client interfaceThusong Service Centres (MPCCs)Front officeChange EngagementProgrammeInternalCommunicationExternalCommunicationCultureEthicsProfessionalismStaff focusOrganizational cultureMoraleBack OfficeCustomer focusConsultationInformationStructureSystemsProcesses
35Cabinet 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; andMainstreaming, institutionalising, sustaining and fostering accountability for the implementation of Batho Pele.
36Batho Pele Revitalization Strategy Taking Public Service to the PeopleCascading BP to Local GovernmentSingle Public ServicePublic Service WeekSignage & flexi hoursKnow Your Service Rights CampaignAfrica Public Service DayKnow Your Service Rights ProjectPutting People firstService Delivery Watch(unannounced visits)KhaeduMainstreaming & InstitutionalisingBatho PeleBP Change Engagement ProgrammeBP Learning NetworksSDIPs
37Objectives 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.
38Objectives 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.
39Objectives of KhaeduTo remove SMS members from their traditional comfort zone;To give them the opportunity to understand how their policies are received on the ground; andTo ensure that SMS members lead from the front in terms of the implementation of the Batho Pele Principles and Belief Set.
40Objective of APSDDebates 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.
41Access StrategyAims to facilitate improvements in the delivery of services through channels such as:Thusong Service CentresHealth & policing mobile unitsCDW ProgrammeThe use of intermediaries such as banks and retail chainsTo assist departments in adopting a citizen-centred approach to service delivery
42Know Your Service Rights Campaign To ensure that the majority of citizens are educated and well informed of government servicesTo ensure that citizens are aware of various media to use when their rights have been infringed upon by public service officials – how to seek redressMeans & institutions for exercising such rights are made publicTo build relationship between the public service and the general public – need to be responsive to the needs of citizensEmpower Citizens and Enhance Government Accountability
43Putting the campaign into context What rights do South Africans haveWhat gives effect to these rightsHow does BP protect and promote these rightsHow to access the public servicesHow to lodge a complaint if your rights are infringed uponWhat to do if you are not satisfied with the way your complaint is handledUnderstanding government’s commitment to protecting citizens’ rights
44KYSR 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
47Minister 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 township, the site of violent service delivery protests on 18-Feb-2010
48Who 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 theSouth African Police Service,South African National Defence Force andthe Intelligence Services.
49The people must come first: the 'customer' concept How to treat citizens as customers To treat citizens as 'customers' implies:listening to their views and taking account of them in making decisions about what services should be provided;treating them with consideration and respect;making sure that the promised level and quality of service is always of the highest standard; andresponding swiftly and sympathetically when standards of service fall below the promised standard.
50Openness and transparency BATHO PELE PRINCIPLESConsultationService StandardsAccessCourtesyInformationOpenness and transparencyRedressValue for Money
51Group Work Provide a definition for each principle as your understand itList 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, andHow 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 groupsReport back to class20 minutes for exercise
52Consultation All national and provincial departments must, regularly and systematically, consult not onlyabout the services currently provided but alsoabout the provision of new basic services to thosewho lack them.Consultation will give citizens the opportunity ofinfluencing decisions about public services, byproviding objective evidence which will determineservice delivery priorities. Consultation can also helpto foster a more participative and co-operativerelationship between the providers and users ofpublic services.
53Cont..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 surveysCampaignsIzimbizoWorkshops
54Citizens can be consulted through the following:- CONSULTATION METHODSCitizens 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 perceivedCustomer Satisfaction Surveys (how many per year, how does it help in SD improvementCampaigns on service delivery (Are they done/, how often? etcIzimbizo (how often? How do the citizens get feedback after how long? etc.Workshops (on what; how do theybenefit/improve SD?News-letters, websites, internet; intranet etc
55IMPLEMENTATION STRATEGY THE DPSA’S ROLE/ MANDATE Identity the customersEstablish the customer's needs and prioritiesEstablish the current service baselineIdentify the 'improvement gap'Set service standardsGear up for deliveryAnnounce service standards; andMonitor delivery against standards. and publish resultsTHE DPSA’S ROLE/ MANDATEprovide leadership and expert advice on an ongoing basis to guide and support departments' implementation programmesassist in capacity building. In conjunction with PALAMAensure that key line and staff officials within departments are assisted to develop expertise and share good practice.
56CONT END RESULTS Evidence for proper consultation Consultation must be conducted intelligently – avoid raisingunrealistic 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 affordedEND RESULTSEvidence for proper consultationEvidence for improved service delivery&What impact does proper consultation have on other principles?
57Service StandardsCitizens should be told what level and quality of public services they will receive so that they are aware of what to expectService chartersStrategic plansBooklets with standardsService level agreements
58AccessAll citizens should have equal access to the services to which they are entitled, e.g.Decentralized offices (MPCC, one stop shops etc)Extended business hoursIndigenous languages & service charters displayedImproved service delivery to physically, socially and culturally disadvantaged personsSignage must be clear and helpfulAll frontline staff should wear name tags
59Ensuring CourtesyCitizens should be treated with courtesy and consideration e.g. tools, measurements & systems put in place to effect customer care - customer care units & staffRight attitude!!
60InformationCitizens 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, pressInformation to be available at service points, in various official languages.Weekly newsletters from the Municipal ManagersFrontline staff trainingInduction training is made compulsory to all new employees
61Openness & Transparency Citizens should be told how departments are run, how much they cost and who is in chargeThe Customer should know who the Head of the Unit isThe management must be transparent and open to all staff members, e.g. appointment circularsRegular staff meetings with Management must be encouraged
62RedressEstablish a mechanism for recording any public dissatisfaction, e.g. toll-free number, suggestion boxes & customer satisfaction questionnairesEach Unit must have a complaints handling system in placeStaff must be trained to handle complaints fast & efficiently
63Value for MoneyPublic 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 deliveredMaximizing 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.
65How is the Public Service perceived? The Public Service is currently perceived asbeing characterised by:inequitable distribution of public services, especially in rural areas,lack of access services,lack of transparency and openness andconsultation 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, anddiscourteous staff.
66WHY 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
69Batho 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!
70Translating 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 PeleCaring for Customers- We care because we are devoted to doing the job until it is done, ensuring that we deliver beyond customer expectationsServicing the Public- We serve by delivering an experience to look forward to that offers world class integrated service delivery for all South Africans
72Group 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 experiencesTeams must indicate what principles (choose 3 principles) belong to the belief factor.Teams are allocated 10 minutes to generate ideas
74The Batho Pele Belief Set Looking after our people by…Creating a sense of belonging among public servantsCreating a culture of collaboration - encourage team workamongst public servantsBuilding a learning Organisation - allowing flexibility to learnFostering partnerships with recipients of our servicesResponds 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 deliveryOpenness and Transparency: Creating aculture of collaboration
77The Batho Pele Belief Set Looking after our internal & external customers by…Listening to their problemsAddressing their problemsApologizing when necessaryDelivering solutions – e.g. facilities for citizens with special needsTreating the public with dignity and respectThe result = proud to serve
78“We Care” with principles Consultation: Listening to customer problemsRedress: Apologizing when necessaryCourtesy: Service with a smile
80The Batho Pele Belief Set Creating a better life by…Anticipating customer needs – customer surveys on what servicesthey would want to receiveOffering integrated service delivery – e.g. Thusong ServiceCentres (MPCCs)Going beyond the call of dutyEmbracing innovative and smart ways of workingThe result = proud to serve
81“We Serve” with principles Service standards: Anticipating customer needsInformation: Going beyond the call of dutyValue for money: Delivering solutions
83The Batho Pele Belief Set as the pillars of the 8 principles Access: Offering integrated service deliveryOpenness and Transparency: Creating aculture of collaborationConsultation: Listening to customer problemsRedress: Apologizing when necessaryCourtesy: Service with a smileService standards: Anticipating customer needsInformation: Going beyond the call of dutyValue for money: Delivering solutionsThe result = proud to serve
84BATHO PELE BELIEF SET We CARE We We BELONG SERVE Organisation cares about us as human beings and not just as workersIt’s about serving your customers with pride and going the extra mileWeCAREIt’s about looking after our internal and external customers
85VIDEO OF HEROESAbout some individuals who have made a contribution to bettering the lives of other people
86South African Social Attitudes Survey Batho Pele:Season of discontent – A study David Hemson and Benjamin RobertsSome of the highlighted issues:The message from respondents is that government is improving delivery but not managing to communicate and respond to people’s prioritiesThe 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
90Organizational 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.
91Organizational Culture Disabling cultureAutocratic management styleNegativitySuspicionGossipNepotismFraudBack stabbingEnabling cultureDemocratic management styleParticipatory decision makingAllow people to be creativeHigh levels of productivityTransparent / opennessInformationTrusting
92Organizational 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……
93Organizational Culture (cont...) Organizational culture is a strong glue holding the organizations people together.If you want to change the world start with yourselfWhat kind of a leader are you?Medical billsAbsenteeism of your staffResignations in your componentLabour disputes in your componentGrievances leveled against your inconstant decisionsMorale of your team members (your staff)How many leaders have you created
94How Public Sees Us Today LionAggressiveLazyElephantSlow MovingThinking Alike“Big Brother”BureaucracyStubbornLots of BulkTortoiseInefficient“Don’t care attitude”SlowDonkeyNeed Whipping
95How Should Public See Us In the Future HorseAgilitySpeedBall RollingDolphinInformativeIntelligentGracefulEagleStatureRespectResponsibleSoars HighCheetahAgileFastFlexibleTigerMeticulousSpeedyPurposefulResponsive
97In times of discontinuous change… we are being judged by a new yardstick: not just by how smartWe are, or by our training and expertise, but by how wellWe handle ourselves and others…Daniel GolemanDo we really understand that this era is governed by discontinuous change…Tiger Woods, Enimen …the reality being you are either a Cultural Learner or a Cultural Critic…the new currency is Inter-Cultural Intelligence…”Seek first to understand before you are understood”97
98Change Management Engagement Teams and Team Work
99“Together Beating the Drum for Service Delivery” Drumming exercise
100KEY ROLES IN TEAMS Linker Adviser Creator Promoter Maintainer Assessor CoordinatesIntegratesAdviserCreatorEncourages the searchfor more infoInitiate creative ideasTEAMPromoterMaintainerChampions ideas afterthey're initiatedFights external battlesAssessorControllerOffers insightfulanalysis of optionsExamines details andenforces rulesProducerProvides direction andfollow-throughOrganiserProvides structure
101Why teams fail?Lack of support, information, time, and resources from managementLack of a clear idea of what they are to accomplishLack of skills to work together effectively or to analyze the problem they faceOver-managed, management imposing personal agendas or seeking political solutions to problems that require objective answers
102Team Charectaristics: TEAM EFFECTIVENESS“a group of people working together to achieve common objectives and willing to commit all their energies necessary to ensuring that the objectives are achieved”(Humphries:1998)Team Charectaristics:PurposeEmpowermentRelationships & CommunicationFlexibilityOptimal productivityRecognition & AppreciationMorale
103Gearing up for Delivery Then why do up to 70% of major performance improvement projects fail?This is why KPMG can be so good – Our differentiator!Your first test. Did you learn earlier?
105Inspiratinal 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.
106WHAT 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 futureHow does it happen?Through the introduction of newIdeas (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
107Benefits of changeBetter planning, coordination and improved use of resources and implementation of plansEffective, efficient and economic work distribution and better focusMore opportunities for career progressionStrengthen public participation and regular engagements between citizens and public officialsTo respond to the needs of the public and fulfill its electoral mandate
108HOW CHANGE IS MANAGEDNo 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 processesBest Practice advice to managing change processes in organizationsIt must be incrementalIt must driven by the leadership of the organizationThere should be appropriate institutional arrangements to support changeIt must be supported by an effective communication strategy
109Expecting things to change when you continue to do them the same way
110Issues about Change… Change is difficult People fear change Change threatens top managementCommunication is a change agentLead by example
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 missionUnable to articulate the rationale for changeManagement not leading changeIntroduction of change determines the degree of resistanceBrings severe discomfort, uncertainty and reluctance, inconvenience, uncertainty, and anxietyNo communication strategyrecognise other key management elements -human relations, organizational development and strategic planningserve as a basis for understanding and acceptance of change (change agent)
115Key Components of Change Management Change Management in its simplest form is about changing individual behaviour……..LeadershipWe rely on leadership’s ability to align Batho Pele to the organisation’s vision, to give meaning to the change required, to model the behaviour and to actively manage complianceWithout leadership there can be no change or the impact will be minimal.
117Key Components of Change Management (Cont…) CommunicationEffective communication engages employees on Batho Pele and it provides them with the opportunity to be part of the change processBy being “close” to the Batho Pele Initiatives, employees will view themselves as being co-creators of Batho PeleThis will not only lead to better service delivery, but to a substantially improved understanding, acceptance and support thereof by employees themselves
118Changing 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 endBehavoiur does not just happen it is taught and modeledManagers have an upper hand in crafting a new culture
119Batho Pele Principles and Behavioural Change These principles have more to do with human values and dignity than operational processesA way of conducting oneself in the presence of othersBatho Pele embodies the values that are enshrined in the Bill of Rights – right to dignity as human being
120ORGANIZATIONAL EFFECTIVENESS BEGINS WITH INDIVIDUAL RESPONSIBILITY… 120
121Words 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
123Emotions of Change Immobilization (Fear, confusion, overwhelmed) Tactics – be allowing and accepting, encourage talkDenialTactics – Ask what the understanding is?Anger (effort to regain control)Tactics – Listen, don’t take it personally, understandBargaining (compromise)Tactics – Make it clear there is no bargainingDepression (frustration, sense of loss, low coping)Tactics – Be supportive and encourage responsibilityTesting (trying new alternatives)Tactics – Help explore realistic optionsAcceptance (responds to change realistically)Tactics – Acknowledge progress
124Using 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
125There are people who always keep on doing this to you... Be strong and keep going on! !
126Quote 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)
127Group WorkGroup 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.
129Objective of SDIPs?To ensure effective & efficient service delivery by making the new, transformed Public Service –Better;Faster ; andMore responsive to the needs of the people
130SDIP Template KEY SERVICE SERV BEN CURRENT STANDARD DESIRED STANDARD Quantity:Quality:XXXXXXXXXXXXXConsultationAccessCourtesyOpen & TranspInformationRedressVal for MonTime:Cost:HR:
131What are SDIPs? Focus on Service Delivery IMPROVEMENT Address the ‘gap’ between current state and desired stateInform the Strategic Planning ProcessRaise the level of service deliveryProvide a mechanism for CONTINUOUS improvement in service levels
132SDIPs & Batho PeleThe main objective of SDIPs is to ensure continuous service delivery improvementSDIPs provide the “What” of SDIThe main objective of Batho Pele is to ensure effective and efficient service delivery by putting “People First”Batho Pele provides the “How” of SDI
133Developing SDIPs “Keeping it Simple” Identify Key ServicesIdentify CustomersReflect on Current Service StandardsSet Desired Service StandardsK.I.S.S.“Keep it Simple Short”
135What is a Service? It is something that is done for others It uses a verb (doing word), e.g. pay social grants, issue passports, etcIt is not a task - a service normally comprises many tasksIt is not a Function or ResponsibilityIt is aimed at satisfying Customer needs
136What are Service Standards? For our purposes a service standard is something Specific, Measurable and Realistic that can be Achieved within a given Time-frameA Standard is not an Indicator (e.g. economic indicators)
137Setting S M A R T Standards SpecificMeasurableAchievableRealisticTime-bound
138Q 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?
139Measuring BP Principles Complaints DeskSurveys - QuestionnairesFocus GroupsOne-on-onesWalk-aboutsPSW - CoalfaceIzimbizoGetting to the coalface of service delivery
140Standards vs Targets Standards: Set measurable levels of Service PerformanceTargets:Set measurable levels of future Service Performance
141SDI 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?
142SDIP Template KEY SERVICE SERV BEN CURRENT STANDARD DESIRED STANDARD Quantity:Quality:XXXXXXXXXXXXXConsultationAccessCourtesyOpen & TranspInformationRedressVal for MonTime:Cost:HR:
143EXERCISE Group is broken into work teams Teams discuss what actions and behavioursthey should:stop doingbegin withcontinue to doIdeas must be practical and implementableTeam will give feedback on their ideasStopStartContinue
144BENEFITS AND CONCERNS (Interactive session) Focus on this Batho Pele and workshop proceedingsBenefits:What did we like?Concerns:It is against the rules to complainFocus on issues/problems we may have missedBegin your remarks with: “I wish it was like this…”Help us find the solution!!!
145Putting 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 & 8th BPLN in Durban in 2009
146SHIFT/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 BPIANExcellence awards programme.146146
147SERIOUS 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.147147
148GUIDING 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.148148
149Mpumalanga- All principles and host for 2010 BPIAN BPP Allocation1). Consultation1). Consultation1). Consultation1). ConsultationNorth WestNorth WestNorth WestNorth West1). Consultation1). ConsultationNorth West2) Service Standards2) Service Standards2) Service Standards2) Service StandardsEastern CapeEastern CapeEastern Cape3) Access3) AccessNorthern CapeNorthern Cape4) CourtesyLimpopo5) InformationKwa Zulu Natal6) Openness & TransparencyFree State7) RedressWestern Cape8) Value for moneyGauteng9) All PrinciplesMpumalangaMpumalanga- All principles and host for 2010 BPIANNational depts & Municipalities – Aligned with provinces in which they are situated
150Key focus areas : Institutionalising & Mainstreaming BP NORTH WEST - CONSULTATIONTHEMES PER MONTHLEAD DEPT &PROJ MGRPROVIALRESP OFF1). Education1). Education1). Education1). Education1). Education1). Education1). EducationDPSADPSADPSADPSANWAwareness campaign; KYSC; BursariesInformation sessions;January2) Safety & Security2) Safety & Security2) Safety & Security2) Safety & Security2) Safety & Security2) Safety & Security2) Safety & SecurityFebruaryDPSADPSADPSADPSANWDPSADPSADPSADPSANW3) Human Rights3) Human Rights3) Human Rights3) Human Rights3) Human Rights3) Human Rights3) Human RightsMarch4) Health4) Health4) Health4) Health4) Health4) HealthDPSADPSADPSADPSANWApril5) Rural, Urban & Com Dev5) Rural, Urban & Com Dev5) Rural, Urban & Com Dev5) Rural, Urban & Com Dev5) Rural, Urban & Com Dev5) Rural, Urban & Com DevDPSADPSADPSANWMayJune6) Youth Development6) Youth Development6) Youth Development6) Youth Development6) Youth DevelopmentDPSADPSANWJuly7) African & Int. Solidarity7) African & Int. Solidarity7) African & Int. Solidarity7) African & Int. Solidarity7) African & Int. SolidarityDPSADPSANWAugust8) Women emancipation8) Women emancipation8) Women emancipation8) Women emancipation8) Women emancipationDPSADPSANWSeptember9) Culture & Heritage9) Culture & Heritage9) Culture & Heritage9) Culture & Heritage9) Culture & HeritageDPSANWOctober10). Rights of the childDPSANWNovember11)EnvironmentNWDPSA
151Preparation: What is expected from us Creating common understanding on/about ConsultationProgramme of ActionMonthly themesMonthly themes inputConsolidation for presentation during Vuna/Premier’s/Excellence Awards
152Unpack themes Monthly dedicated themes, aligned with govt priorities: Jan - EducationAwareness campaign;Information sessions (to instil professionalism and work ethics);Know Your Service Rights and Responsibilities ProjectProject KhaeduTraining InterventionsRED DOORCascading 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 programmesMentorship programmesProgramme fundingLearnerships specifically for people with disabilitiesFeb - Safety and securityOccupational Health and SafetyAccess control (including access for people of disabilities)Road safetyGovernment property and equipmentSafety of personnel and clients
153Cont… March - Human rights Bill of Rights and Constitution Basic servicesRestoration of rightsDignity, respect and equalityDisability in sportApril - HealthCreating awareness around TB / HIV/Aids as per Health CalendarSport health programmeEnvironmental healthMay - Rural & urban developmentSport Infrastructure (programme funding)Farm workers sport programmeFacilities (e.g. play centres for children)Environmental Impact Assessment ProgrammeFood gardens (Rural and urban)June - Youth developmentGenre developmentSport programmeGraduate exhibition programmesInternships/LearnershipsCareersYouth DayLand Care
154Cont…. July - African & international solidarity Africa Day Refugee DayProject KhaeduPublic Service WeekInternational DayAgriculture Exchange ProgrammeAugust - Women emancipationWomen in sportsWomen in constructionWomen empowermentWomen farmers (Female farmer of the year)Women and the householdSeptember - Culture and heritageHeritage dayNAMA projectMindset change towards service deliveryOctober - Rights of the childInternational Children's DayBring a child to workChildren's rightsEarly child development programmeChildren abuseNovember - Environment and the BPIANEnvironment DayBiodiversity dayEnvironment Constitutional RightsAwareness around Coastal ManagementClimate Change
156Implementation 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.
157Implementation Strategy Roll-out plan:Set time frames for roll out to the rest of the Departments.Monitor & evaluate the impact, quality and quantity of the BP Cascading/roll out.Quarterly progress reports to DPSA.
158Role of The Batho Pele Co-ordinator Prepare and manage business plan for the Batho Pele OfficeCoordinate and plan all BP initiatives (e.g Public Service Week, APSD, BP Learning Networks)Establish scope and critical deliverablesManage implementation of BP principlesMainstream principles in SDIPs, Dept policies & programmes
159Criteria for the Selection of Batho Pele Champions Managerial position – empowered and not scared to discuss concerns with unit headCustomer service personEnthusiastic to cascade Batho PeleGood communication skillsGood motivational skills
160Important Issues for BP Champions Batho Pele should be championed by the department’s ManagersNeed to obtain buy-in from all stakeholdersEnsure commitment by role playersDetermine the structure you will work withinChanging people’s mindsets is a process – embrace it!Batho Pele initiatives should be tangible
161Role of the Batho Pele Champions Promote the Batho Pele Principles & Belief SetCreate the team spirit and the environmentGuide municipalities to create an integrated approach on Dept strategic objectives and Batho Pele projectsVisible and audible change agentTrain other championsCo-ordinate the implementation of BP revitalisation programmes, i.e. Public Service Week, APSA, BP Learning Networks, izimbizo, surveys and other related Government initiativesIdentify activities which will be part of the service delivery improvement programme
162Role of the Batho Pele Champions (cont…) Co-ordinate advocacy / awareness programmes within the DepartmentFacilitate the development of municipal policies that would ensure implementation / integration of BP initiativesEstablish if there are any policies that contribute to the prohibition of service delivery (e.g. lunch times)Ensure redress of BP violations at the appropriate level (complaints handling mechanism)Ensure that service delivery concerns are taken to management and resolvedDetermine what factors might inhibit service delivery
163Role of the Batho Pele Champions (cont…) Liaise with unit heads on monthly basis regarding the service delivery improvement programmeBe enthusiastic to cascade Batho Pele information, e.g. information sessions; newsletter; FAQ’s box on each floorOrganise in-house staff training e.g. cultural diversity programmes; drumming etc.Identify employees who go the extra mile with Batho Pele (unsung heroes) and report to management (consider non-monetary rewards)Regular meetings with staffConstantly communicate Batho Pele issues as part of communication strategy ( , intranet, etc)
164How is BP Communicated? Management Meetings BP Change Agents & Task TeamSkills Development & TrainingPresentations at all levelsEvents e.g. Public Service WeekMasakhane Road showsMayoral IzimbizoIntranet & GroupwiseCommunication Units
165Way Forward Actions Deliverables Give verbal report to the Municipal ManagersFine tune the inputs made and consolidate them into a written report and submit to the Municipal Manager (the report to have an action plan highlighting, amongst others, the recommendationsForward approved report to the dpsaFormal appointment of the BP coordinator and Change Agents for your departmentEstablishment of departmental coordinating structures where all departments are represented (forum)DeliverablesReport on the interaction with the MMReport in place and submitted to MMReport forwarded to the dpsaLetters of appointmentList of names of coordinators and Change Agents
166Way Forward (Cont) Actions Deliverables Awareness presentations at different departments, promotional material, internet, s, road shows, etcSuggest a few quick wins (from issues that you said you will start doing) to start implementing in the Department (name tags, signage, BP posters, etc)Plan APSD/PSW- Indicate service delivery points /coalfaceIdentification of SMS & MMS for deployments- Suggestions of solutions to challengesOrganise ongoing Change Management training sessionsQuarterly reportingDeliverablesPromotional materialList and plan for quick winsPSW/APSD project planOfficial trainedProgress Report
167Implementation Plan Tasks Timeframe Person Responsible Submission of written Reports on the training to departmental and Cc to the dpsa ( )Submission of Batho Pele departmental Cascading Programme to the dpsaEstablishment of the BP ForumSubmission of Quarterly Report to the MM; OTP and the dpsa
168Format of the Report Introduction May President’s State of the Nation Address & Mayoral speech;Reflect on the training receivedTrainingNeed for training every official in the departmentAppointment of the Municipal BP CoordinatorOfficial appointment of the Coordinator in writingEstablishment of BP ForumRepresentative of the different components of the departmentCoordinate BP programmes e.g. Public Service DayQuick Wins e.g. BP Champion?Unit of the MonthAnnexure:Departmental Training Schedule
170We belong, We care, We serve. CONCLUDING REMARKSAfter all the exciting acquisition of such rich and valuable life changing experience through this workshop, how do we take it forward?If not here, where?If not now, when?If not you, who?Batho PeleNo time to lose. The citizens of South Africa have been waiting for too long for efficient and equitable public servicesIs not a once off exercise. As standards are met, they must be progressively raised. We will have to be committed and innovative.Is challenging. Batho Pele aims to give citizens the services they have a right to, and that public servants are proud to provide.We belong, We care, We serve.
171WE BELONG, WE CARE, WE SERVE “Let us seize this moment to demonstrate a responsive and efficient government in action. We must work hard, work smart, and treat our people with dignity and ensure that we create a caring and efficient public service”WE BELONG, WE CARE, WE SERVEto makeA BETTER LIFE FOR ALL…….President Zuma’s message to the Public Servants