“Batho Pele is not an end in itselfbut a means designed to achievethe broader objective oftransformation in the publicservice as well as in the countryas a whole”.

Advocate Mduduzi Khoza

QUALITY SERVICE DELIVERY :ADEFINITION

SERVICE DELIVERY in the Public Service is a:

> systematic arrangement

> satisfactorily fulfilling the various demands for services

> by undertaking purposeful activities

> with optimum use of resources

> to deliver effective, efficient and economic services (VFM)

> resulting in measurable and

> acceptable benefits to customers

BATHO PELE PRINCIPLESConsultation

Service Standards

Access

Courtesy

Information

Openness and transparency

Redress

Value for Money

• It is a stand alone

• It is impossible to implement

• Its one of those watch dogs and oppressing policies

• It is an event

FEEDBACK FROM TRAININGINTERVENTIONS

Not all departments are taking Batho Pele seriously

Majority of the public servants only know principlesthe from posters

There appears to be a lack of ownership of the principles

In two provinces – two departments, public servants believe that Batho Pele won’t work for now atleast

Interested departments / organizations lack necessary continued support for the implementation

Lack of commitment by role players

Diagnosing the cause

Lack of knowledge – employees andmanagers

Lack of commitment

Lack of skills for the implementation

Lack of necessary continued support

Lack of motivation

Organizational culture

Lack of sound management (performancemanagement)

Lack of resources and poor utilization

Diagnosing the cause• Internal politics that hinder progress

• Lack of integrated approach – individualism

• Weak leadership

• Unsatisfied career values

• Low job content

• Entrenched bureaucracy

• Obsolete technology

Projects approach to ServiceDelivery

• GJ Crookes in KZN

• Limpopo DoE

• Frere Hospital in EC

ImplementationStrategy

Identifyingcustomers

Customersneeds and

expectations

Currentservice

baseline

GapanalysisSetting

servicestandards

Gearingup for

delivery

Announcingservice

standards

Monitordelivery

Teams approach to ServiceDelivery

Synergy

1 + 1 = 3

Systems approach to ServiceDelivery

SERVICE AS A SYSTEM

INPUTSTRANSFORMATION

OUTPUTS

FEEDBACK LOOP

Quality is build into the service

What should a Service Delivery ImprovementProgram include:

1. A definition / explanation of the Departments customers

2. A thorough study of their needs and expectations

3. An internal evaluation of current service environment

4. A strategy to bridge the gap

5. A commitment from all stakeholders that continuous improvement WILL take place

6. Publishing the commitment

TOWARDS SUCCESS

Vision & Mission

Core Values

INVESTMENT IN PEOPLE

CustomerService Processes

Leadershipsupport

It won’t work inmy organization

My place is different,you don’t know thepeople I work with

Its not my problem

I don’t have the time

We don’t have enoughstaff / resources We have always done it

like this, that will neverwork

You can’t teach an olddog new tricks

There are lot of problemsin this department

Your training should start withmanagement, they areresponsible for all these things

He isn’t a customer,he is a colleague

No one told me

If I finishit todaytomorrowI won’thaveanythingto do

That’

s too

much

work

You don’t have to kill yourself, youwill never finish the work in this dept

Expecting things tochange when you

continue to do them thesame way

RATIONALE FOR PERFOMANCECONSULTING TO SERVICE

DELIVERY

Performance

Competence Motivation

OpportunityOpportunity

MANAGING PERFOMANCE Being told what he/she has done wrong

Knowledge of the performance standards

Agree / commit to reasonable performance standards with employee

Determine reasons for not meeting performance standards

Assist in removing reasons for non performance

Create the environment for meeting performance standards

Make known results for continuing non performance

Follow up / monitor employees progress

Leadership:Evidence is needed of how leaders:

Visibly demonstrate their commitment to a culture of performance excellence

Support improvement and involvement by providing appropriate resources and assistance

Recognize and appreciate people’s efforts andachievements

Give and receive training to create a learningorganization

Evidence continued,

Act as mentors, coaches and role models for the

organization's values and expectations

Make themselves accessible, listen and respond

to the organization's people

Active and personally involved in improvement

activities

Review and improve the effectiveness of their

own leadership

“ The success and effective Service Delivery ispremised on strong and self less PublicService Leadership”

President Thabo Mbeki

Bill Gates“ Business is going to

change more in thenext ten years than ithas changed in the lastfifty”

Change

Change management!!

Why change efforts fail• Not establishing a great enough sense of urgency

• Not creating a powerful enough guiding coalition

• Lack of vision

• Under-communicating the vision

• Not removing obstacles to the new vision

• Not systematically planning for and creating short-term wins

• Declaring victory too soon

• Not encouraging changes in the organization’sculture

Reasons for Change ManagementFailures

TaskforceCommitment

Up-front

planning

Qualitysolutions

Using “available” people rather thanthe “best” people

Not freeing up people from their dayto day work

Insufficient Taskforce planning beforegetting started

Lack of clear objectives for task force

Ineffective planning

Solutions focused only on structureand people, not including “How” theactivities will be integrated

Change Managementstrategies

Establish asense ofurgency

Form a powerfulguidingcoalition

Empower othersto act on vision

Communicatethe vision

Create thevision

Create shortterm wins

Consolidateand morechange

Institutionalisechange

WAY FORWARD

♦ Institutionalization of Batho Pele principlesat all levels of functioning in Organizations

♦ Instilling a Culture of life long learning♦Rewarding and celebrating Innovation♦Development of a Public Service

Excellence Model that should take intoaccount best Practices from Provinces andGlobally

Way forward cont;

♦Encourage Transformational LeadershipConstituency Management which is about;

♦Enabling ordinary people to doextraordinary things and reward them

♦Assist people to understand the past, presentand the future

♦Create and sustain positive energy

CONCLUSION♦ The revitalization of BATHO PELE is a

transformation process and not an event♦ Therefore ,recognition should be made of the fact

that Transformation starts from within, it is notonly about the skills and competencies, but aboutourselves as people with a set of attitudes,behaviors and values that are either aligned to thebusiness purpose of the Public Service or workagainst that.

Conclusion cont;♦ What lies before us and what lies ahead of us are

small matters compared to what lies withinus.When we bring what is within out into theworld, miracles happen ! Henry David Thoreau

♦ Bill Gates has indicated that Business in the nextten years will be more challenging than it has beenthe case in the past fifty years

♦ The challenge is in broadening the knowledgecake and have everyone sharing in it !

BECAUSE;♦ Good Leaders ;♦ Navigate in all weather and profound Leadership

should occur during a storm !♦ Differentiates between strategy and programs♦ Have clear objectives set for their organizations♦ Believe in continuous improvement♦ Learn from mistakes instead of crucifying for

mistakes

In the past month I have come torealise that even with the right policyframework, the best conditions ofservice, a restructured, smart,innovative, skilled and resourcedpublic service – there will still remainan element of personal commitmentand dedication that only individualpublic servants can contribute

Minister Geraldine Fraser-Moleketi