Welcome to the Batho Pele Change Management Engagement Programme

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Welcome to the Batho Pele Change Management Engagement Programme

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Title: Welcome to the Batho Pele Change Management Engagement Programme

1
Welcome to theBatho Pele Change Management
Engagement Programme Train the Trainer
2
DAY 1

Welcome purpose of training
Introduction Expectations
Who are we (MPSA)?
Objectives of the workshop
Strategy for the Programme
The Context of Transformation and Service
Delivery
The Batho Pele Revitalsation Programme
Batho Pele Principles
Batho Pele Belief Set

3
DAY 2

Recap of previous day
Video and exercise on Batho Pele Heroes
Belief Set and link with Batho Pele Principles
Organisational Culture
Teams and Team Work
Drumming
Managing Change
Service Delivery Improvement Plans
Cascading BP - Implementation Strategy

4
DAY 3

Recap of previous day
Presentation by teams
Stop-start exercise
Benefits and Concerns Exercise
Review of expectations
Roll-out strategy (Way Forward)
Concluding Remarks

5
INTRODUCTION EXPECTATIONS
6
Quote by the first President

2010 shall be a year of action, We need public
servants who are dedicated, capable and who care
for the needs of citizens. Government must work
faster, harder and smarter. We are building a
performance-oriented state, by improving planning
as well as performance monitoring and
evaluation..and should be committed to five
priorities (five plus two)
education,
health,
rural development and
land reform, creating decent work, and fighting
crime, In addition,
improve the effectiveness of local government,
infrastructure development and human settlements.
The public service has to respond to the call
to .....improved State performance.
President Jacob Zuma 2010 SONA

7
MINISTRY FOR PUBLIC SERVICE AND ADMINISTRATION
(MPSA)
MPSA
GEMS Medical Aid
DPSA DEVELOP POLICIES
CPSI INNOVATION
SITA IT
OPSC MONITOR EVALUATE
PALAMA TRAINING
8
Quote by Minister

..we need to build on the established
foundations of a professional public service, its
management culture, its efficiency and its
capacity to serve our people effectively. ..We
have reached a stage of consolidating Batho Pele
and we should entrench it as our way of life,
thus more there is a need shift to
implementation. "
- Honourable Minister of Public Service and
Administration, Richard Baloyi 2008 Batho Pele
Learning Network

9
Objectives of the Workshop

To orientate officials to the spirit and practice
of Batho Pele ethos in order to
Deepen the understanding of Batho Pele as a
service delivery policy
Change the culture / behaviour / attitudes of
public servants
Deal with resistance to change
Embrace the Batho Pele Belief Set We belong, We
care, We serve
Ensure the Belief Set Principles are rolled out
throughout the public service by you training
them!!!
Motivate officials to go beyond the call of duty
Promote the slogan dubbed TOGETHER BEATING THE
DRUM FOR SERVICE DELIVERY

10
Strategy for the Programme

The Change Management Engagement Programme has
been dubbed
Together Beating the drum for Service Delivery

11
Strategy Cont..

The Theme
Together Beating the drum for Service Delivery
To create excitement about the programme -
inspirational
To call all public servants to take urgent action
to deliver effective an efficient services (drum
is powerful African tool)
To call all public servants to embrace the spirit
and practice of the Belief Set and be excited
about it!
The rhythm and vibrancy associated with the
beating of the drum indicated high levels of
commitment and energy in our work to delivery
quality services
The beating of the drum is usually associated
with celebrating triumph

12
BATHO PELE
Together Beating the drum for service delivery
13

Together Beating the Drum for Service Delivery
This is all about service delivery!!!!
It is about working together as teams
We need to sing from the same hymn sheet
There must be harmony, rhythm integration in
our work teams
If we dont understand each other there will be
no rhythm and we will be disorganised, fragmented
and in our silos

The Context of Transformation and Service
Delivery

15
The transformation Imperative
16
The Regulatory Framework
RDP White Paper, 1994
Constitution of 1996
PS Amend Act, 1999
W/Paper on Transf the PS -1995
PSC Act, 1997
Municipal Systems Act, Act, 2000
PFMA 1999
AJA - 2000
W/Paper Trnsf PS Del Batho Pele, 1997
Public Service Laws Amend Acts 97/98
P/Service Regulations, 2001
Promotion of Access to information Act, 2000
Public Serv Act of 1994
Service Delivery
SERVICE DELIVERY
POST-94 PUBLIC SERVICE
PRE-1994 PUBLIC SERVICE
RESULTS DRIVEN
Rules Bound
TRANSFORMATION
17
The Constitution, 1996 (Chapter 10)

A high standard of professional ethics must be
promoted and maintained.
Efficient, economic and effective use of
resources must be promoted.
Services must be provided impartially, fairly,
equitably and without bias.
Peoples needs must be responded to, and the
public must be encouraged to participate in
policy-making.
Public administration must be accountable.
Transparency must be fostered by providing the
pubic with timely, accessible and accurate
information.
Clause 9 makes reference to prohibition of unfair
discrimination on the basis of disability.

18
Extract from the preamble of The Constitution,
1996 (Act No 108 of 1996)

Improve the quality of live of all citizens and
free the potential of each person.

19
The White Paperon the Transformation of the
Public Service (WPTPS), 1995

To establish a policy framework to guide the
introduction and implementation of new policies
aimed at transforming the SA Public Service
This policy sets out 8 transformation priorities,
amongst which Transforming Service Delivery is
regarded as key.
This policy also declares that the Public Service
should be
People-centric
People must come first
Batho Pele A better life for all

20
Vision and Mission of the SA Public Service
VISION Continually to improve the lives of the
people of South Africa by a transformed public
service, which is representative, coherent,
transparent, efficient, effective, accountable
and responsive to the needs of all. MISSION T
he creation of a people-centered and a
people-driven public service that is
characterized by equity, quality, timeousness
and a strong code of ethics. White paper of
the Transformation of the Public Service, 1995
21
White Paper on Transforming Public Service
Delivery (Batho Pele, 1997)

To provide a policy framework and practical
implementation strategy for the improvement of
service delivery - applicable to all employees of
the public sector (par. 2)
The Batho Pele White Paper set out 8 principles
that must be adhered to for the transformation of
Public Service delivery
To provide a strategy on how to improve access to
public services to all citizens, inclusive of
people with disabilities.

22
What is Batho Pele?

An initiative to get public servants to be
service orientated
Strive for excellence in service delivery
Commit to continuous service delivery
improvement
Allows customers to hold public servants
accountable for the type of services they
deliver and
Citizen orientated approach to service delivery
informed by the 8 principles

23
WHY A BATHO PELE SPECIFIC POLICY?

To ensure that all Employees adhere to the
Principles of Batho Pele and be more accountable
to citizens
To have a customer-centric approach to equitable
service delivery
To improve service delivery
To build effective relationships with the end
users of public service

24
Minister for Public Service and Administration

" The department of Public Service
Administration must be used as an important point
of reference in complementing the foundation lain
by the Constitution in determining the non
negotiables in the public service."
Richard Baloyi Minister for Public Service
Administration _at_the 8th BPLN in Durban in 2009

25
Guide for Public Servants

The Constitution sets out basic values such as
Human dignity, achievement of equality and the
advancement of human rights and freedoms
Non racialism and non sexism
Supremacy of the constitution and the rule of law
Universal adult suffrage..government to ensure
accountability, responsiveness and openness
and principles governing public administration in
chapter 10
The Public Service Act complements the
foundation laid by the Constitution in
determining the non negotiables in the public
service
Code of conduct and Batho Pele as a service
delivery policy

26
Non Negotiables

SERVE THE PEOPLE values and principles
Live by a High Standard of Professional Ethics
A) Integrity - Credibility
B) Honesty - Incorruptible
C) Dedication Hard working
D) Passion - Love
E) Commitment - Belief
F) Distinction The extra mile
G) Quality - Satisfaction

27
Non Negotiables (cont)

Government as the employer has the responsibility
to
create a conducive workplace environment to boost
morale of public servants
set national norms and standards through decent
work, fair benefits and a living wage to attract,
retain and continue motivating employees
pursue redressing the imbalances by responding
to demographics and investment of infrastructure
and resources (education, health etc)
become more responsive to the needs of workers
and
Trade unions must be created to address the
achievement of the conducive morale boosting
environment providing public servants with
accurate agreed upon decisions pertaining to
labour.
Trade unions as a strategic partner should drive
the process of improved qualitative delivery in
the public service and must be viewed as such at
all levels.
Trade unions should provide leadership in a
process which is shaping the public service by
fostering buy-in into Batho Pele and High
Ethical Standards

28
The Batho Pele Vision
29
Promotion of Access to Information Act (Act 2 of
2000)

People have the right to access information held
by the State
It forces Government to foster a culture of
transparency and accountability which enables the
public to exercise their rights

30
The Municipal Systems Act, 2000 (Act 32 of 2000)

Social and economic upliftment of communities and
universal access to affordable basic services.
Section 41 requires municipalities to set
measurable performance targets in respect of its
development priorities and objectives.
Section 42 requires municipalities to involve the
local community in the development,
implementation and review of its performance and
to allow participation in the setting of
performance indicators and targets.
Section 44 determines that a Department must
make known to the general public its key
performance indicators and targets.

31
The Public Service Regulations, 2001

Part III, paragraph C of the Public Service
Regulations (PSR) also advance the implementation
of Batho Pele principles by providing regulations
for the development of Service Delivery
Improvement Programmes (SDIPs) by all
departments.
Part III.C.1 - an executing authority shall
establish and sustain a service delivery
improvement programme for his or her department
and
Part III.C.2 - an executing authority shall
publish an annual statement of public service
commitment which will set out the departments
service standards that citizens and customers can
expect and which will serve to explain how the
department will meet each of the standards

The Batho Pele Revitalisation Programme

33
Background to Batho Pele Revitalisation Programme
(2)

BP Policy has been enthusiastically received -
actual implementation has been slow
Need to go beyond eight principles - Should
introduce mechanisms to support the eight
principles, e.g. flagship projects
Absence of basic requirements in departments,
e.g. service standards, signage, redress
mechanisms
BP regarded as an add-on and NOT integral part of
day to day functions

34
Revitalisation of BP Towards a framework
Client interface Thusong Service Centres (MPCCs)
Front office
Change Engagement Programme
Internal Communication
External Communication
Culture
Ethics Professionalism

Staff focus
Organizational culture
Morale

Back Office

Customer focus
Consultation
Information

Structure Systems Processes
35
Cabinet Directive to Roll-out Batho Pele

In 2004 Cabinet approved that Batho Pele be
implemented and promoted according to 4 key
themes, namely
Taking Public Services to the People
Know your Service Rights Campaign
Putting People first and
Mainstreaming, institutionalising, sustaining and
fostering accountability for the implementation
of Batho Pele.

36
Batho Pele Revitalization Strategy

Taking Public Service to the People
Cascading BP to Local Government
Single Public Service
Public Service Week
Signage flexi hours

Know Your Service Rights Campaign
Africa Public Service Day
Know Your Service Rights Project

Mainstreaming Institutionalising
Batho Pele
BP Change Engagement Programme
BP Learning Networks
SDIPs

Putting People first
Service Delivery Watch
(unannounced visits)
Khaedu

37
Objectives of Public Service Week

Joint effort by senior managers to address
service delivery issues and backlogs at service
points of service delivery intensive
institutions
To enhance the quality and efficiency of public
service
To ensure multi-skilling of public service cadres
in all layers.

38
Objectives of Public Service Week

Joint effort by senior managers to address
service delivery issues and backlogs at service
points of service delivery intensive
institutions
To enhance the quality and efficiency of public
service
To ensure multi-skilling of public service cadres
in all layers.

39
Objectives of Khaedu

To remove SMS members from their traditional
comfort zone
To give them the opportunity to understand how
their policies are received on the ground and
To ensure that SMS members lead from the front in
terms of the implementation of the Batho Pele
Principles and Belief Set.

40
Objective of APSD

Debates by politicians academics and public
servants on public service delivery challenges
Recognition of the working conditions and the
quality of officials who devote their lives to
diligently serve the public
Serves as a platform to showcase and reward good
initiatives and achievements.

41
Access Strategy

Aims to facilitate improvements in the delivery
of services through channels such as
Thusong Service Centres
Health policing mobile units
CDW Programme
The use of intermediaries such as banks and
retail chains
To assist departments in adopting a
citizen-centred approach to service delivery

42
Know Your Service Rights Campaign

To ensure that the majority of citizens are
educated and well informed of government services
To ensure that citizens are aware of various
media to use when their rights have been
infringed upon by public service officials how
to seek redress
Means institutions for exercising such rights
are made public
To build relationship between the public service
and the general public need to be responsive to
the needs of citizens
Empower Citizens and Enhance Government
Accountability

43
Putting the campaign into context

What rights do South Africans have
What gives effect to these rights
How does BP protect and promote these rights
How to access the public services
How to lodge a complaint if your rights are
infringed upon
What to do if you are not satisfied with the way
your complaint is handled
Understanding governments commitment to
protecting citizens rights

44
KYSR Booklet

Where services are concerned, the booklet will
explain
the law(s) that govern the provision of those
services,
the cost linked to the provision of the service,
supporting documents needed in order for the
service to be provided,
relevant redress process to follow when your
rights have been violated,
contact details of service points where these
services are provided

45
What are our Rights?
46

Batho Pele Principles

47
Minister for Co-operative Governance

" More attention will be paid to uprooting
corruption .as it hampered service delivery,
."We will make sure that we do not fail the
people ..Officials who are not prepared to work
for the people must change their attitudes or
they must ship out. We will remove all obstacles
that will seek to hinder our progress on turning
around this municipality."
Co-operative Governance Minister Sicelo Shiceka
_at_Siyathemba township, the site of violent service
delivery protests on 18-Feb-2010

48
Who is directly implicated by the Batho Pele
White Paper

This White Paper is directly applicable to
national and provincial, which are regulated by
the Public Service Act, 1994.
However, it is relevant to all areas and
employees of the public sector regulated by other
legislation, such as
local government and parastatals,
teachers in education departments, as well as the
South African Police Service,
South African National Defence Force and
the Intelligence Services.

49
The people must come first the 'customer'
conceptHow to treat citizens as customers

To treat citizens as 'customers' implies
listening to their views and taking account of
them in making decisions about what services
should be provided
treating them with consideration and respect
making sure that the promised level and quality
of service is always of the highest standard and
responding swiftly and sympathetically when
standards of service fall below the promised
standard.

50
BATHO PELE PRINCIPLES
Consultation
Service Standards
Access
Courtesy
Information
Openness and transparency
Redress
Value for Money
51
Group Work

Provide a definition for each principle as your
understand it
List some ideas /examples of how the 8 Batho Pele
Principles can be applied in your work
situation. Highlight Consultation and cover
everything possible about it, and
How do you understand the concept The people
must come first-the 'customer' concept - What it
meant by treat citizens like customers?
How does the public perceive the public service?
Break in groups
Report back to class
20 minutes for exercise

52
Consultation

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

53
Cont..

All stakeholders should be consulted on the
nature, quantity and quality of services to be
provided in order to determine the needs and
expectations of the end users.
Citizens can be consulted through the following-
Customer surveys
Campaigns
Izimbizo
Workshops

54

CONSULTATION METHODS
Citizens can be consulted through the following-

Consultation must cover the entire range of
existing potential customers
Consultation should include previously
disadvantaged ito access to public services due
to geography, language barriers, fear of
authority
Consultation process should be undertaken
sensitively (pers info)
The results of the consultation process must be
reported to the relevant Minister/MEC/ Mayor/MM
Executing authority and the relevant Portfolio
Committee, and made public, for example through
the media
Results must be publicised int staff be aware of
how their service are perceived

Customer Satisfaction Surveys (how many per year,
how does it help in SD improvement
Campaigns on service delivery (Are they done/,
how often? etc
Izimbizo (how often? How do the citizens get
feedback after how long? etc.

Workshops (on what how do they
benefit/improve SD?
News-letters, websites, internet intranet etc

55

IMPLEMENTATION STRATEGY

Identity the customers
Establish the customer's needs and priorities
Establish the current service baseline
Identify the 'improvement gap'
Set service standards
Gear up for delivery
Announce service standards and
Monitor delivery against standards. and publish
results

THE DPSAS ROLE/ MANDATE
provide leadership and expert advice on an
ongoing basis to guide and support departments'
implementation programmes
assist in capacity building. In conjunction with
PALAMA
ensure that key line and staff officials within
departments are assisted to develop expertise and
share good practice.

56
CONT

END RESULTS
Evidence for proper consultation
Evidence for improved service delivery
What impact does proper consultation have on
other principles?

Consultation must be conducted intelligently
avoid raising
unrealistic expectations rather, instead
reveal where resources and effort should be
focused (priority).
The outcome should be a balance between what
citizens want and what could be realistically
afforded

57
Service Standards

Citizens should be told what level and quality of
public services they will receive so that they
are aware of what to expect
Service charters
Strategic plans
Booklets with standards
Service level agreements

58
Access

All citizens should have equal access to the
services to which they are entitled, e.g.
Decentralized offices (MPCC, one stop shops etc)
Extended business hours
Indigenous languages service charters displayed
Improved service delivery to physically, socially
and culturally disadvantaged persons
Signage must be clear and helpful
All frontline staff should wear name tags

59
Ensuring Courtesy

Citizens should be treated with courtesy and
consideration e.g. tools, measurements systems
put in place to effect customer care - customer
care units staff
Right attitude!!

60
Information

Citizens should be given full, accurate
information about the public services they are
entitled to receive e.g.
Braille and functional sign language, help desks,
brochures, posters, press
Information to be available at service points, in
various official languages.
Weekly newsletters from the Municipal Managers
Frontline staff training
Induction training is made compulsory to all new
employees

61
Openness Transparency

Citizens should be told how departments are run,
how much they cost and who is in charge
The Customer should know who the Head of the Unit
is
The management must be transparent and open to
all staff members, e.g. appointment circulars
Regular staff meetings with Management must be
encouraged

62
Redress

Establish a mechanism for recording any public
dissatisfaction, e.g. toll-free number,
suggestion boxes customer satisfaction
questionnaires
Each Unit must have a complaints handling system
in place
Staff must be trained to handle complaints fast
efficiently

63
Value for Money

Public services should be provided economically
and efficiently in order to give citizens the
best possible value for money e.g.
the use of expenditure controls,
improved internal controls (e.g. private use of
phones, budget reviews)
Costs per unit of services delivered
Maximizing value as perceived by the citizen.
Optimally balancing efficiency, effectiveness,
and economy within the constraints of public
expenditure management.
Ensuring that services are accessible,
appropriate, and adequate to meet citizens
needs.
Eliminating wasteful and unnecessary expenditure,
and procedures.

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

The Public Service is currently perceived as
being characterised by
inequitable distribution of public services,
especially in rural areas,
lack of access services,
lack of transparency and openness and
consultation on the required service standards,
lack of accurate and simple infommation on
services and standards at which they are
rendered,
lack of responsiveness and insensitiveness
towards citizens' complaints, and
discourteous staff.

66
WHY SHIFT/REFOCUS INTRODUCTION OF BATHO PELE
IMPACT ASSESSMENT (BPIA)

Key principle impact assessment of BP policy
New approach three-fold
Allocation of BP principles to provinces.
Dedicated monthly themes in line with govt
priorities.
Excellence awards programme.

66
67

Batho Pele Belief Set

68
The Batho Pele Vision
69
Batho Pele Vision Belief Set

The vision of Batho Pele that is expressed
through a Belief Set, We Belong, We Care, We
Serve.
It is important to note that the Belief Set is
not meant to replace the 8 Batho Pele principles
but instead to re-enforce them.
The Belief Set should rather serve as a value
system that all public servants should identify
with and embrace in their quest to provide
essential services to their clients.
It is our corporate identity!

70
Translating the Belief Set into Action..

Creating a better life for all by putting people
first will be achieved by
Engaging Employees
- We belong because we are recognized and
rewarded for living Batho Pele
Caring for Customers
- We care because we are devoted to doing the job
until it is done, ensuring that we deliver beyond
customer expectations
Servicing the Public
- We serve by delivering an experience to look
forward to that offers world class integrated
service delivery for all South Africans

71
The Batho Pele Belief Set
72
Group Work

Each team is allocated one of the beliefs set
factor
Teams to generate practical ideas/activities in
order to relate the Belief to your day-today
experiences
Teams must indicate what principles (choose 3
principles) belong to the belief factor.
Teams are allocated 10 minutes to generate ideas

73
WHAT ARE YOUR IDEAS ON WE BELONG?
74
The Batho Pele Belief Set

Looking after our people by
Creating a sense of belonging among public
servants
Creating a culture of collaboration - encourage
team work
amongst public servants
Building a learning Organisation - allowing
flexibility to learn
Fostering partnerships with recipients of our
services
Responds to the needs of the public and thereby
Putting People first

The result proud to serve
75
We Belong with principles
Access Offering integrated service
delivery Openness and Transparency Creating a
culture of collaboration
76
WHAT DOES WE CARE MEAN TO YOU?
77
The Batho Pele Belief Set

Looking after our internal external customers
by
Listening to their problems
Addressing their problems
Apologizing when necessary
Delivering solutions e.g. facilities for
citizens with special needs
Treating the public with dignity and respect

The result proud to serve
78
We Care with principles
Consultation Listening to customer
problems Redress Apologizing when
necessary Courtesy Service with a smile
79
WHAT DOES WE SERVE MEAN TO YOU?
80
The Batho Pele Belief Set

Creating a better life by
Anticipating customer needs customer surveys on
what services
they would want to receive
Offering integrated service delivery e.g.
Thusong Service
Centres (MPCCs)
Going beyond the call of duty
Embracing innovative and smart ways of working

The result proud to serve
81
We Serve with principles
Service standards Anticipating customer
needs Information Going beyond the call of
duty Value for money Delivering solutions
82
BELIEF SET AND LINK WITH BATHO PELE PRINCIPLES
83
The Batho Pele Belief Set as the pillars of the 8
principles
Access Offering integrated service
delivery Openness and Transparency Creating a
culture of collaboration
Consultation Listening to customer
problems Redress Apologizing when
necessary Courtesy Service with a smile
Service standards Anticipating customer
needs Information Going beyond the call of
duty Value for money Delivering solutions
The result proud to serve
84
BATHO PELE
BELIEF SET
We BELONG
We SERVE
Organisation cares about us as human beings and
not just as workers
Its about serving your customers with pride and
going the extra mile
We CARE
Its about looking after our internal and
external customers
85
VIDEO OF HEROES About some individuals who
have made a contribution to bettering the lives
of other people
86
South African Social Attitudes Survey Batho
PeleSeason of discontent A study David Hemson
and Benjamin Roberts

Some of the highlighted issues
The message from respondents is that government
is improving delivery but not managing to
communicate and respond to peoples priorities
The areas of greatest need of improved service
delivery- informal settlement and rural
communities are experiencing the lowest level of
consultation, redress, openness, relevant
information, and courtesy

87
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88

EXERCISE ON HEROES
Choose public servants that we can relate to in
terms of
We Belong
We Care
We Serve
What came out of the exercise for you personally?

89
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90
Organizational Culture

It is the pattern of beliefs and values, rituals,
myths and sentiments shared by the members of an
organization.
It influences the behavior of all individuals and
groups in the organization.
It impacts most aspects of the organizational
life how decisions are made, who makes them,
how rewards are distributed, who gets promoted,
how the organization responds to its environment.

91
Organizational Culture

Disabling culture
Autocratic management style
Negativity
Suspicion
Gossip
Nepotism
Fraud
Back stabbing

Enabling culture
Democratic management style
Participatory decision making
Allow people to be creative
High levels of productivity
Transparent / openness
Information
Trusting

92
Organizational Culture (cont...)

If you change the culture of the organization,
you are changing the way things are done, and IF
you change the way things are done, you change
the culture

93
Organizational Culture (cont...)

Organizational culture is a strong glue holding
the organizations people together.
If you want to change the world start with
yourself
What kind of a leader are you?
Medical bills
Absenteeism of your staff
Resignations in your component
Labour disputes in your component
Grievances leveled against your inconstant
decisions
Morale of your team members (your staff)
How many leaders have you created

94
How Public Sees Us Today
95
How Should Public See Us In the Future
Horse Agility Speed Ball Rolling
Dolphin Informative Intelligent Graceful
Eagle Stature Respect Responsible Soars High
Cheetah Agile Fast Flexible
Tiger Meticulous Speedy Purposeful Responsive
96
New Appoach Batho Pele Impact Assessment (BPIA)
97
In times of discontinuous change
we are being judged by a new yardstick not just
by how smart We are, or by our training and
expertise, but by how well We handle ourselves
and othersDaniel Goleman
98
Change Management Engagement

Teams and Team Work

99
Together Beating the Drum for Service Delivery
Drumming exercise
100
KEY ROLES IN TEAMS
Linker
Coordinates Integrates
Adviser
Creator
Encourages the search for more info
Initiate creative ideas
TEAM
Promoter
Maintainer
Champions ideas after they're initiated
Fights external battles
Assessor
Controller
Offers insightful analysis of options
Examines details and enforces rules
Producer
Organiser
Provides direction and follow-through
Provides structure
101
Why teams fail?

Lack of support, information, time, and resources
from management
Lack of a clear idea of what they are to
accomplish
Lack of skills to work together effectively or to
analyze the problem they face
Over-managed, management imposing personal
agendas or seeking political solutions to
problems that require objective answers

102
TEAM EFFECTIVENESS

a group of people working together to achieve
common objectives and willing to commit all their
energies necessary to ensuring that the
objectives are achieved(Humphries1998)
Team Charectaristics
Purpose
Empowerment
Relationships Communication
Flexibility
Optimal productivity
Recognition Appreciation
Morale

103
Gearing up for Delivery

Then why do up to 70 of major performance
improvement projects fail?

104
Change Management Engagement

Managing Change

105
Inspiratinal Quote

I learned that courage was not the absence of
fear, but the triumph over it. The brave man is
not he who does not feel afraid, but he who
conquers that fear.
. changes affect all of us differently, none of
us are left untouched. In the midst of change
there are those that loath, fear and fight it and
then there are those that see change as an
opportunity to innovate. We realize that change
is also the opportune time for all to work
together for the betterment of our nations
Nelson Mandela.

106
WHAT IS CHANGE?

Some definitions
Shift from the way things have been done to the
new way of doing things, therefore a difference
between the past and the future
How does it happen?
Through the introduction of new
Ideas (by leaders e.g. the President and the New
Cabinet, HoDs, CEO of Hospitals, Municipal
Managers, new government priorities etc.)
Work processes and systems (e.g. car licenses,
refuse removal, etc)
Who gets affected by change?
Firstly the Citizens (recipient of services),
secondly everyone in the organization

107
Benefits of change

Better planning, coordination and improved use of
resources and implementation of plans
Effective, efficient and economic work
distribution and better focus
More opportunities for career progression
Strengthen public participation and regular
engagements between citizens and public officials
To respond to the needs of the public and fulfill
its electoral mandate

108
HOW CHANGE IS MANAGED

No common strategy to all change processes (i.e.
no one size fits all situation). However,
there is a common thread customer first!
Change management should be linked to other
management processes
Best Practice advice to managing change processes
in organizations
It must be incremental
It must driven by the leadership of the
organization
There should be appropriate institutional
arrangements to support change
It must be supported by an effective
communication strategy

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

Change is difficult
People fear change
Change threatens top management
Communication is a change agent
Lead by example

111
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113
A bend in the road is not the end of the road
unless you fail to make the turn

Unable to familiarize staff with new vision and
mission
Unable to articulate the rationale for change
Management not leading change
Introduction of change determines the degree of
resistance
Brings severe discomfort, uncertainty and
reluctance, inconvenience, uncertainty, and
anxiety
No communication strategy
recognise other key management elements -
human relations, organizational development and
strategic planning
serve as a basis for understanding and acceptance
of change (change agent)

114
How change is Managed
115
Key Components of Change Management

Change Management in its simplest form is about
changing individual behaviour..
Leadership
We rely on leaderships ability to align Batho
Pele to the organisations vision, to give
meaning to the change required, to model the
behaviour and to actively manage compliance
Without leadership there can be no change or the
impact will be minimal.

116
Common vision Synergy
117
Key Components of Change Management (Cont)

Communication
Effective communication engages employees on
Batho Pele and it provides them with the
opportunity to be part of the change process
By being close to the Batho Pele Initiatives,
employees will view themselves as being
co-creators of Batho Pele
This will not only lead to better service
delivery, but to a substantially improved
understanding, acceptance and support thereof by
employees themselves

118
Changing Attitutes

Nothing changes until attitude changes
Batho Pele Principles are
- aimed changing the attitudes of the public
service
- aimed at creating a new service delivery
culture for the public service
- not an end themselves but a means to an end
Behavoiur does not just happen it is taught and
modeled
Managers have an upper hand in crafting a new
culture

119
Batho Pele Principles and Behavioural Change

These principles have more to do with human
values and dignity than operational processes
A way of conducting oneself in the presence of
others
Batho Pele embodies the values that are enshrined
in the Bill of Rights right to dignity as human
being

120
ORGANIZATIONAL EFFECTIVENESS BEGINS WITH
INDIVIDUAL RESPONSIBILITY
121
Words of knowledge

Learning from failure
You've failed many times, although you don't
remember. You fell down the first time you tried
to walk. You almost drowned the first time you
tried to swim. . . . Don't worry about failure. .
. . Worry about the chances you miss when you
don't even try.
Sherman Finesilver, US District Court Judge

122
Stages emotions of change
123
Emotions of Change

Immobilization (Fear, confusion, overwhelmed)
Tactics be allowing and accepting, encourage
talk
Denial
Tactics Ask what the understanding is?
Anger (effort to regain control)
Tactics Listen, dont take it personally,
understand
Bargaining (compromise)
Tactics Make it clear there is no bargaining
Depression (frustration, sense of loss, low
coping)
Tactics Be supportive and encourage
responsibility
Testing (trying new alternatives)
Tactics Help explore realistic options
Acceptance (responds to change realistically)
Tactics Acknowledge progress

124
Using the right Tools in times of change is
critical
Noble goals are often forgotten and
transformation processes fail because hardworking
and sincere people often use inappropriate tools
that actually makes matters worse
125
There are people who always keep on doing this to you...

Be strong and keep going on! !
126
Quote by MPSA

The cry of Batho Pele is loud and clear and
someone need to come closer and help so, the good
policy of Batho Pele should be upheld and
complied with.
...Let us help public, servants as we roll out
service delivery programmes, Let us help
municipal workers, as we deal with our Integrated
Development Plans, Let us help organs of civil
society, as we are all together in into this. We
belong We care We serve.Yes, we can make a
difference.
Honourble Minister R Baloyi 2008 BPLN)

127
Group Work

Group lists 2 challenges/problems that are being
experienced at your department that pertains to
poor service delivery.
Group discusses possible implementable solutions
to solve those problems.

128

Service Delivery Improvement Plans..

129
Objective of SDIPs?

To ensure effective efficient service delivery
by making the new, transformed Public Service
Better
Faster and
More responsive to the needs of the people

130
SDIP Template
KEY SERVICE SERV BEN CURRENT STANDARD CURRENT STANDARD DESIRED STANDARD DESIRED STANDARD
Quantity Quantity
Quality XXXXXXX Quality XXXXXX
Consultation Consultation
Access Access
Courtesy Courtesy
Open Transp Open Transp
Information Information
Redress Redress
Val for Mon Val for Mon
Time Time
Cost Cost
HR HR
131
What are SDIPs?

Focus on Service Delivery IMPROVEMENT
Address the gap between current state and
desired state
Inform the Strategic Planning Process
Raise the level of service delivery
Provide a mechanism for CONTINUOUS improvement in
service levels

132
SDIPs Batho Pele

The main objective of SDIPs is to ensure
continuous service delivery improvement
SDIPs provide the What of SDI
The main objective of Batho Pele is to ensure
effective and efficient service delivery by
putting People First
Batho Pele provides the How of SDI

133
Developing SDIPsKeeping it Simple

Identify Key Services
Identify Customers
Reflect on Current Service Standards
Set Desired Service Standards

K.I.S.S. Keep it Simple Short
134
Where SDIPs Fit
135
What is a Service?

It is something that is done for others
It uses a verb (doing word), e.g. pay social
grants, issue passports, etc
It is not a task - a service normally comprises
many tasks
It is not a Function or Responsibility
It is aimed at satisfying Customer needs

136
What are Service Standards?

For our purposes a service standard is something
Specific, Measurable and Realistic that can be
Achieved within a given Time-frame
A Standard is not an Indicator (e.g. economic
indicators)

137
Setting S M A R T Standards

Specific
Measurable
Achievable
Realistic
Time-bound

138
Q Q T C Standards

Quantity How often or how much?
Quality Professional standards PLUS BP
Principles - How will you behave?
Time By when or how much per hour, day, month,
year?
Cost Within budget?

139
Measuring BP Principles

Complaints Desk
Surveys - Questionnaires
Focus Groups
One-on-ones
Walk-abouts
PSW - Coalface
Izimbizo

Getting to the coalface of service delivery
140
Standards vs Targets

Standards
Set measurable levels of Service Performance
Targets
Set measurable levels of future Service
Performance

141
SDI and Batho Pele

Questions that may help
Consultation How do we consult our service
beneficiaries?
Access How do our service beneficiaries access
us?
Information What information do we provide on
our services and how do we provide it?
Openness and How do we gauge whether we are open
and transparent?
Transparency
Courtesy How do we measure courtesy?
(Complaints Desk, Customer Satisfaction
Surveys, etc)
Redress What mechanisms are in place to ensure
redress?
Value for Money How do we gauge value for money?

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

Group is broken into work teams
Teams discuss what actions and behaviours
they should
stop doing
begin with
continue to do
Ideas must be practical and implementable
Team will give feedback on their ideas

Stop
Start
Continue
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BENEFITS AND CONCERNS(Interactive session)

Focus on this Batho Pele and workshop proceedings
Benefits
What did we like?
Concerns
It is against the rules to complain
Focus on issues/problems we may have missed
Begin your remarks with I wish it was like
this
Help us find the solution!!!

145
Putting Batho Pele into Practice Need to
re-focus (BPIA)MPSA

" We have now closed the chapter on continued
learning networks. The 8th BPLN shall be
remembered as the last learning process, but also
as a launch of the Impact and Implementation of
the Batho Pele Principles in action ."
Richard Baloyi Minister for Public Service
Administration _at_the 8th BPLN in Durban in 2009

146
SHIFT/REFOCUS BPIA

Re-focusing of BP
Integrated service delivery approach using BP as
a vehicle.
Allocation of BP principles to provinces.
Dedicated monthly themes in line with govt
priorities.
Replacement of BPLN with BPIAN
Excellence awards programme.

146
147
SERIOUS IMPLEMENTATION REALITIES

MPSA wants five key issues to support
implementation
- Identification of key service delivery
issues
- Strengthening/development of appropriate
structures to support implementation
- Strategies to inform/direct implementation
- Monitoring and evaluation measures and
- Reporting and accountability.

147
148
GUIDING PRINCIPLES

Key principles include
Impact assessment of BP towards continuous and
sustainable service delivery improvement
programmes.
Strengthening of intergovernmental collaboration
and co-ordination and partnerships.
Focused/targeted service delivery site (province/
department/ municipality) horizontal
intervention.
Responsive to the citizen/communities needs.

148
149
BPP Allocation
North West
1). Consultation
North West
1). Consultation
North West
1). Consultation
North West
1). Consultation
North West
1). Consultation
1). Consultation
Eastern Cape
2) Service Standards
2) Service Standards
Eastern Cape
2) Service Standards
Eastern Cape
2) Service Standards
Northern Cape
3) Access
Northern Cape
3) Access
Limpopo
4) Courtesy
Kwa Zulu Natal
5) Information
Free State
6) Openness Transparency
Western Cape
7) Redress
Gauteng
8) Value for money
Mpumalanga
9) All Principles

Mpumalanga- All principles and host for 2010
BPIAN
National depts Municipalities Aligned with
provinces in which they are situated

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

Creating common understanding on/about
Consultation
Programme of Action
Monthly themes
Monthly themes input
Consolidation for presentation during
Vuna/Premiers/Excellence Awards

152
Unpack themes

Monthly dedicated themes, aligned with govt
priorities
Jan - Education
Awareness campaign
Information sessions (to instil professionalism
and work ethics)
Know Your Service Rights and Responsibilities
Project
Project Khaedu
Training Interventions
RED DOOR
Cascading Batho Pele to Local Government (Educate
municipal workers the Batho Pele way)
Bursaries (how bursaries are allocated and
changing policy to address inequalities of the
past).
Internship programmes
Mentorship programmes
Programme funding
Learnerships specifically for people with
disabilities
Feb - Safety and security
Occupational Health and Safety
Access control (including access for people of
disabilities)
Road safety