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Welcome to the Batho Pele Change Management Engagement Programme “Train the Trainer”

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2 Welcome to the Batho Pele Change Management Engagement Programme “Train the Trainer”

3 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

4 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

5 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


7 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


9 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

10 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

11 10 Strategy for the Programme The Change Management Engagement Programme has been dubbed: “Together Beating the drum for Service Delivery”

12 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

13 12

14 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 don’t understand each other there will be no rhythm and we will be disorganised, fragmented and in our silos

15 14 The Context of Transformation and Service Delivery


17 16 The Regulatory Framework PFMA 1999 PS Amend Act, 1999 PSC Act, 1997 W/Paper on Transf the PS -1995 AJA - 2000 W/Paper Trnsf PS Del Batho Pele, 1997 P/Service Regulations, 2001 Promotion of Access to information Act, 2000 PRE-1994 PUBLIC SERVICE POST-‘94 PUBLIC SERVICE RESULTS DRIVEN Service Delivery SERVICE DELIVERY TRANSFORMATION Public Serv Act of 1994 Public Service Laws Amend Acts 97/98 Constitutio n of 1996 Municipal Systems Act, Act, 2000 RDP White Paper, 1994

18 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.  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.

19 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…….”

20 19 The 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 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”

21 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 “The 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

22 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.

23 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

24 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

25 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 @the 8 th BPLN in Durban in 2009

26 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

27 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

28 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”

29 28 The Batho Pele Vision

30 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

31 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.

32 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 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

33 32 The Batho Pele Revitalisation Programme

34 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

35 34 Revitalisation of BP: Towards a framework Internal Communication External Communication Front office Back Office Culture Structure Systems Processes Client interface Thusong Service Centres (MPCCs) Ethics Professionalism Change Engagement Programme  Customer focus  Consultation  Information  Staff focus  Organizational culture  Morale

36 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.

37 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 Mainstreaming & Institutionalising Batho Pele BP Change Engagement Programme BP Learning Networks SDIPs Know Your Service Rights Campaign Africa Public Service Day Know Your Service Rights Project Putting People first Service Delivery Watch (unannounced visits) Khaedu

38 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.

39 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.

40 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.

41 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.

42 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

43 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

44 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 government’s commitment to protecting citizens’ rights

45 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

46 45 What are our Rights?

47 46 Batho Pele Principles

48 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 @ Siyathemba township, the site of violent service delivery protests on 18-Feb-2010

49 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.

50 49 The 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; and responding swiftly and sympathetically when standards of service fall below the promised standard.

51 BATHO PELE PRINCIPLES Consultation Service Standards Access Courtesy Information Openness and transparency Redress Value for Money

52 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 - W hat 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

53 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.

54 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

55  Workshops (on what; how do they benefit/improve SD?  News-letters, websites, internet; intranet etc Campaigns on service delivery (Are they done/, how often? etc Izimbizo (how often? How do the citizens get feedback after how long? etc. Customer Satisfaction Surveys (how many per year, how does it help in SD improvement 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 CONSULTATION METHODS Citizens can be consulted through the following:-

56 THE DPSA’S ROLE/ MANDATE 1.provide leadership and expert advice on an ongoing basis to guide and support departments' implementation programmes 2.assist in capacity building. In conjunction with PALAMA 3.ensure that key line and staff officials within departments are assisted to develop expertise and share good practice. 1. Identity the customers 2.Establish the customer's needs and priorities 3.Establish the current service baseline 4.Identify the 'improvement gap' 5.Set service standards 6.Gear up for delivery 7.Announce service standards; and 8.Monitor delivery against standards. and publish results IMPLEMENTATION STRATEGY

57 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

58 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

59 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

60 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!!

61 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

62 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

63 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

64 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.

65 Information Value for Money Redress Batho Pele Courtesy Openness & Transparenc y ConsultationAccess Service Standards BATHO PELE PRINCIPLES

66 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.

67 66 WHY SHIFT/REFOCUS 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

68 67 Batho Pele Belief Set

69 68 The Batho Pele Vision

70 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!

71 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

72 71 The Batho Pele Belief Set

73 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


75 74 The Batho Pele Belief Set The result = proud to serve 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”

76 75 “We Belong” with principles Access: Offering integrated service delivery Openness and Transparency: Creating a culture of collaboration


78 77 The Batho Pele Belief Set The result = proud to serve 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

79 78 “We Care” with principles Consultation: Listening to customer problems Redress: Apologizing when necessary Courtesy: Service with a smile


81 80 The Batho Pele Belief Set The result = proud to serve 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

82 81 “We Serve” with principles Service standards: Anticipating customer needs Information: Going beyond the call of duty Value for money: Delivering solutions


84 83 The Batho Pele Belief Set as the pillars of the 8 principles The result = proud to serve 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

85 84 BATHO PELE Organisation cares about us as human beings and not just as workers It’s about looking after our internal and external customers It’s about serving your customers with pride and going the extra mile

86 85 VIDEO OF HEROES About some individuals who have made a contribution to bettering the lives of other people

87 86 South African Social Attitudes Survey Batho Pele:Season 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 people’s 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


89 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?

90 89

91 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.

92 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

93 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……

94 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

95 94 Lion Aggressive Lazy Elephant Slow Moving Thinking Alike “Big Brother” Bureaucracy Stubborn Lots of Bulk Tortoise Inefficient “Don’t care attitude” Slow Donkey Slow Need Whipping How Public Sees Us Today

96 95 How Should Public See Us In the Future Horse Agility Speed Ball Rolling Eagle Stature Respect Responsible Soars High Dolphin Informative Intelligent Graceful Cheetah Agile Fast Flexible Tiger Meticulous Speedy Purposeful Responsive

97 New Appoach: Batho Pele Impact Assessment (BPIA)

98 97 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 others…Daniel Goleman In times of discontinuous change…

99 Teams and Team Work Change Management Engagement

100 99 “ Together Beating the Drum for Service Delivery ” Drumming exercise

101 100 KEY ROLES IN TEAMS Linker Creator Promoter Assessor Organiser Producer Controller Maintainer Adviser TEAM Encourages the search for more info Initiate creative ideas Fights external battles Examines details and enforces rules Provides direction and follow-through Provides structure Offers insightful analysis of options Champions ideas after they're initiated Coordinates Integrates

102 101 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

103 102 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”(Humphries:1998) Team Charectaristics: Purpose Empowerment Relationships & Communication Flexibility Optimal productivity Recognition & Appreciation Morale

104 103 Gearing up for Delivery Then why do up to 70% of major performance improvement projects fail ?

105 Managing Change Change Management Engagement

106 105 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.

107 106 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

108 107 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

109 108 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

110 109 Expecting things to change when you continue to do them the same way

111 110 Issues about Change… Change is difficult People fear change Change threatens top management Communication is a change agent Lead by example

112 111


114 113 “ 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)

115 114 How change is Managed

116 115 Key Components of Change Management Change Management in its simplest form is about changing individual behaviour…….. Leadership We 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 compliance Without leadership there can be no change or the impact will be minimal.

117 116 Common vision = Synergy Vision Dept’s/Directorates

118 117 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

119 118 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

120 119 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


122 121 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

123 122 Stages & emotions of change

124 123 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, don’t 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

125 124 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

126 125 There are people who always keep on doing this to you... Be strong and keep going on! !

127 126 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)

128 127 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.

129 128 Service Delivery Improvement Plans…..

130 129 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

131 130 SDIP Template KEY SERVICE SERV BEN CURRENT STANDARD DESIRED STANDARD Quantity: Quality:XXXXXXXQuality:XXXXXX  Consultation  Access  Courtesy  Open & Transp  Information  Redress  Val for Mon Time: Cost: HR:

132 131 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

133 132 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

134 133 Developing SDIPs “Keeping it Simple” Identify Key Services Identify Customers Reflect on Current Service Standards Set Desired Service Standards K.I.S.S. “Keep it Simple Short”

135 134 Where SDIPs Fit

136 135 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

137 136 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)

138 137 Setting S M A R T Standards S pecific M easurable A chievable R ealistic T ime-bound

139 138 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?

140 139 Measuring BP Principles Complaints Desk Surveys - Questionnaires Focus Groups One-on-ones Walk-abouts PSW - Coalface Izimbizo Getting to the coalface of service delivery

141 140 Standards vs Targets Standards: Set measurable levels of Service Performance Targets: Set measurable levels of future Service Performance

142 141 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 andHow 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 ?

143 142 SDIP Template KEY SERVICE SERV BEN CURRENT STANDARD DESIRED STANDARD Quantity: Quality:XXXXXXXQuality:XXXXXX  Consultation  Access  Courtesy  Open & Transp  Information  Redress  Val for Mon Time: Cost: HR:

144 143 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

145 144 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!!!

146 145 Putting Batho Pele into Practice Need to re-focus (BPIA) MPSA " … We have now closed the chapter on continued learning networks. The 8 th 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 @the 8 th BPLN in Durban in 2009

147 SHIFT/REFOCUS 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

148 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

149 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

150 149 BPP Allocation Mpumalanga Free State Western Cape Gauteng Kwa Zulu Natal Northern Cape Limpopo Eastern Cape North West 6) Openness & Transparency 7) Redress 8) Value for money 9) All Principles 4) Courtesy 5) Information 1). Consultation 3) Access 2) Service Standards Mpumalanga- All principles and host for 2010 BPIAN National depts & Municipalities – Aligned with provinces in which they are situated 1). Consultation North West1). Consultation 2) Service Standards North West1). Consultation Eastern Cape 2) Service Standards North West1). Consultation Northern Cape 3) Access Eastern Cape 2) Service Standards North West1). Consultation

151 150 THEMES PER MONTH Key focus areas : Institutionalising & Mainstreaming BP NORTH WEST - CONSULTATION LEAD DEPT & PROJ MGR PROVIAL RESP OFF 1). Education DPSA 4) Health 5) Rural, Urban & Com Dev 6) Youth Development 7) African & Int. Solidarity 8) Women emancipation 9) Culture & Heritage 3) Human Rights 2) Safety & Security DPSA August September July June May April March February January 10). Rights of the child DPSA October 11)Environment November DPSA NW Awareness campaign; KYSC; Bursaries Information sessions; 1). Education 3) Human Rights 2) Safety & Security 4) Health 5) Rural, Urban & Com Dev 1). Education 3) Human Rights 2) Safety & Security 6) Youth Development 7) African & Int. Solidarity 8) Women emancipation 9) Culture & Heritage 4) Health 5) Rural, Urban & Com Dev 1). Education 3) Human Rights 2) Safety & Security DPSA 6) Youth Development 7) African & Int. Solidarity 8) Women emancipation 9) Culture & Heritage 4) Health 5) Rural, Urban & Com Dev 1). Education 3) Human Rights 2) Safety & Security DPSA 6) Youth Development 7) African & Int. Solidarity 8) Women emancipation 9) Culture & Heritage 4) Health 5) Rural, Urban & Com Dev 1). Education 3) Human Rights 2) Safety & Security DPSA 6) Youth Development 7) African & Int. Solidarity 8) Women emancipation 9) Culture & Heritage 4) Health 5) Rural, Urban & Com Dev 1). Education 3) Human Rights 2) Safety & Security

152 151 Preparation: What is expected from us 1.Creating common understanding on/about Consultation 2.Programme of Action 3.Monthly themes 4.Monthly themes input 5.Consolidation for presentation during Vuna/Premier’s/Excellence Awards

153 152 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 –Government property and equipment –Safety of personnel and clients

154 153 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 Graduate exhibition programmes Internships/Learnerships Careers Youth Day Land Care

155 154 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 Bring a child to work Children's rights Early child development programme Children abuse –November- Environment and the BPIAN Environment Day Biodiversity day Environment Constitutional Rights Awareness around Coastal Management Climate Change

156 155 Roll out Strategy…..

157 156 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.

158 157 Implementation 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.

159 158 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 Networks) Establish scope and critical deliverables Manage implementation of BP principles Mainstream principles in SDIPs, Dept policies & programmes

160 159 Criteria for the Selection of Batho Pele Champions Managerial position – empowered and not scared to discuss concerns with unit head Customer service person Enthusiastic to cascade Batho Pele Good communication skills Good motivational skills

161 160 Important Issues for BP Champions Batho Pele should be championed by the department’s Managers Need to obtain buy-in from all stakeholders Ensure commitment by role players Determine the structure you will work within Changing people’s mindsets is a process – embrace it! Batho Pele initiatives should be tangible

162 161 Role of the Batho Pele Champions Promote the Batho Pele Principles & Belief Set Create the team spirit and the environment Guide municipalities to create an integrated approach on Dept strategic objectives and Batho Pele projects Visible and audible change agent Train other champions Co-ordinate the implementation of BP revitalisation programmes, i.e. Public Service Week, APSA, BP Learning Networks, izimbizo, surveys and other related Government initiatives Identify activities which will be part of the service delivery improvement programme

163 162 Role of the Batho Pele Champions (cont…) Co-ordinate advocacy / awareness programmes within the Department Facilitate the development of municipal policies that would ensure implementation / integration of BP initiatives Establish 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 resolved Determine what factors might inhibit service delivery

164 163 Role of the Batho Pele Champions (cont…) Liaise with unit heads on monthly basis regarding the service delivery improvement programme Be enthusiastic to cascade Batho Pele information, e.g. information sessions; e-mail newsletter; FAQ’s box on each floor Organise 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 staff Constantly communicate Batho Pele issues as part of communication strategy (e-mail, intranet, etc)

165 164 How is BP Communicated? Management Meetings BP Change Agents & Task Team Skills Development & Training Presentations at all levels Events e.g. Public Service Week Masakhane Road shows Mayoral Izimbizo Intranet & Groupwise Communication Units

166 165 Way Forward Actions Give verbal report to the Municipal Managers Fine 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 recommendations Forward approved report to the dpsa Formal appointment of the BP coordinator and Change Agents for your department Establishment of departmental coordinating structures where all departments are represented (forum) Deliverables Report on the interaction with the MM Report in place and submitted to MM Report forwarded to the dpsa Letters of appointment List of names of coordinators and Change Agents

167 166 Way Forward (Cont) Actions Awareness presentations at different departments, promotional material, internet, e- mails, road shows, etc Suggest 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 /coalface -Identification of SMS & MMS for deployments -Suggestions of solutions to challenges Organise ongoing Change Management training sessions Quarterly reporting Deliverables Promotional material List and plan for quick wins PSW/APSD project plan Official trained Progress Report

168 167 Implementation Plan TasksTimeframePerson Responsible Submission of written Reports on the training to departmental and Cc to the dpsa (e-mail) Submission of Batho Pele departmental Cascading Programme to the dpsa Establishment of the BP Forum Submission of Quarterly Report to the MM; OTP and the dpsa

169 168 Format of the Report Introduction –May 2009 President’s State of the Nation Address & Mayoral speech; –Reflect on the training received Training –Need for training every official in the department Appointment of the Municipal BP Coordinator –Official appointment of the Coordinator in writing Establishment of BP Forum –Representative of the different components of the department –Coordinate BP programmes e.g. Public Service Day Quick Wins e.g. BP Champion?Unit of the Month Annexure: Departmental Training Schedule

170 169 Review of Expectations

171 170 CONCLUDING REMARKS After 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 Pele –No time to lose. The citizens of South Africa have been waiting for too long for efficient and equitable public services –Is 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.

172 171 “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 SERVE to make A BETTER LIFE FOR ALL……. President Zuma’s message to the Public Servants

173 172 DPSA CONTACT DETAILS Faith Kasonkola  (012) 336 1372  086 6188630  082 7794895 / 082 453 6793 (Mobile) Email : Lebo Matshasa  (012) 336 1363  086 618 8753  082 882 4828 (Mobile) Email : D i ck Bvuma  (012) 336 1384  (012) 336 1824  082 337 9922 (Mobile)Email Vincent Mabunda  (012) 336 1532  086  082 806 7370 (Mobile) Email : Mlungisi Myalezwa  (012) 336 1250  012 336 1824  082 534 9519 (Mobile) Email :

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