SUSTAINING BATHO PELE LEARNING NETWORKS

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NORTHERN CAPE 4TH BATHO PELE LEARNING
NETWORK23 24 NOVEMBER 2005

• SUSTAINING BATHO PELE LEARNING NETWORKS
• AND
• THE REVITALISATION PROGRAMME

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LEGISLATIVE AND REGULATORY FRAMEWORK

• Govt is responsible for delivering basic services
  to the citizens
• Constitution Chapter 10, Sec. 195
• Who forms part of the Public Administration
• Basis for the Public Service Act
• Basic values and principles
• Basis for the Public Service management framework
• Accountability (usage of resources), Transparency
• HRM, HRD
• PS to be development oriented, services provided
  fairly, equitably

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CHALLENGES POSED BY THE CONSTITUTION PAJA

• Chapter 10, Sec. 195 of the Constitution (2 of
  the nine principles)
• Peoples needs must be responded to, and the
  public must be encouraged to participate in
  policy-making.
• A high standard of professional ethics must be
  promoted and maintained.
• Promotion of Administrative Justice Act, 2000
• The Act gives every citizen the right to take
  action against the state, if they believe their
  constitutional rights have been violated. It
  further requires administrators to inform
  citizens about their right to review, or appeal
  and their right to request reasons.
• Unless we can live Batho Pele principles to the
  fullest we can as well forget of ever living up
  to these challenges

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HOW DO WE ADDRESS SERVICE DELIVERY CHALLENGES?

• Building the capabilities of the developmental
  state
• Sound strategy translated into sound strategic
  programmes
• Systems (e.g. personnel register, asset register,
  procurement, etc.)
• Infrastructure
• Facilities/ buildings
• Fixed assets
• Technology
• Skills (competence not just qualifications)
• Culture (values, work ethics, professionalism,
  discipline, anti-corruption, etc.)
• Leadership (quality and placement strategic and
  operational)

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TRANSLATING STRATEGY INTO STRATEGIC PROGRAMMES

• Khaedu a strategic programme developed
• Programme has three components run over three
  weeks the core skills development, deployment
  phase for application of skills acquired, (
  optional - further deployment during the public
  service week)
• Khaedu was first piloted in Mpumalanga
• Affording SMS members an opportunity to be
  exposed to the coalface of service delivery
  already over 200 SMS have gone through the
  programme with the bulk coming from KZN and
  Mpumalanga, respectively and few from other
  provinces,
• All these have completed the core skills
  development component, and in some instances the
  deployments
• Developing core skills necessary for solving
  problems of service delivery (not only
  identifying problems already known)

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KHAEDU CHALLENGES

• Provinces to sustain the programme as part of
  Batho Pele by building internal capacity
• approriate platform for presentation of reports
  and monitoring of implementation
• action on the outputs produced from the
  deployment week,
• inclusion of the programme in the PMDS.

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STRATEGIC PROGRAMMES CONT

• Change Management Engagement Programme We
  belong, We Care, We Serve
• Focused at departments as an employer how do
  depts create an environment conducive for culture
  change (for employees to feel that they belong)
• Challenge to employees change of attitude, what
  contribution are employees prepared to make (to
  show they are proud to serve)
• Aimed at creating the new image of the Public
  Service to indicate efforts undertaken by govt
  to improve its relationship with its citizens (in
  achieving a better life for all ) to show
  government does care for its citizens

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STRATEGIC PROGRAMMES CONT

• Most of the programmes deal with the culture
  issues in reorienting the public service
  culture
• Other projects include
• change management toolkit
• front line staff training
• Signage, nametags, flexi-hours
• Developing capability for CRM
• Inclusion of BP in the PMDS
• Quality management and process improvement

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STRATEGIC PROGRAMMES CONT

• Service Delivery Watch- to be launched soon
• Putting people first in real Unannounced visits
  to service delivery points by Political
  principals (Ministers, MECs, with a checklist
• Mystery cadres acting as service recipients to
  identify weaknesses and improvements at service
  delivery points
• Service delivery improvement plans
• Service excellence awards
• A uniform and standardised system of recognising
  excellence

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STRATEGIC PROGRAMMES CONT

• Widening access to public services through access
  strategy
• A coherent, integrated access strategy that
  recognises existing initiatives
• Definition of access for government (not only
  brick and mortar issue)
• Address issues that inhibit access e.g language
• Creating a link between all initiatives (e.g.
  MPCCs, CDWs)

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THE KZN CITIZENS CHARTER

• A ground breaking initiative by the province of
  KZN
• It empowers citizens to know the level of SD to
  expect from each dept, what action to take in
  the event of noncompliance
• Contains service standards for each of the 13
  provincial departments
• Will enable the Premiers Office to evaluate the
  extent to which depts are delivering or
  defaulting on these standards
• Will further enable the Centre to take
  appropriate steps to rectify instances of
  non-compliance

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A Strategic Framework understanding BP in a
systemic, integrated and holistic manner
Therefore Effective, Efficient Service delivery
Infrastructure, information technology
Processes, systems
People
Front-office reengineering
Internal external communications ,
LearningLeadership Culture
.transforming and supporting institutions -
making Batho Pele a reality
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WHERE TO FROM HERE?

• Having said all this the biggest question we
  should answer before we leave is How do we
  sustain Batho Pele, and its related initiatives?
• May I remind you of what the President said in
  his SoN address of Feb. 2005 By the end of the
  year, an improved Batho Pele campaign, including
  unannounced site visits, name badges, and
  enhanced internal communication within the public
  service will be visibly asserted.
• For us to respond positively to the Presidents
  call well need to address five other equally
  important questions
• How do we better co-ordinate and integrate BP
  initiatives throughout the PS?how do we create
  the linkages?
• By now we know that BP forums exist. However, are
  they functional and what should be their ToR?
• What institutional arrangements should be put in
  place?
• How can we best monitor and evaluate our
  initiatives
• How do we communicate our initiatives and
  activities better-intra and inter
• These questions should then take us to our next
  session whereby three commissions have been
  identified to deal with them.

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Thank you!