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

Welcome to the

Batho Pele Change Management Engagement

Programme “Train the Trainer”

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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

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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

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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

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INTRODUCTION & EXPECTATIONS

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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

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MINISTRY FOR PUBLIC SERVICE AND ADMINISTRATION (MPSA)

MPSA

DPSADEVELOP

POLICIES

CPSIINNOVATIONSITA

IT

PALAMATRAINING

OPSCMONITOR & EVALUATE

GEMSMedical Aid

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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

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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

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Strategy for the Programme

The Change Management Engagement Programme has been dubbed:

“Together Beating the drum for Service Delivery”

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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

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“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

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The Context of Transformation and

Service Delivery

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The transformation Imperative

RULES

BOUND

OLD PUBLICSERVICEPRE-1994 TRANSFORMATION

NEWPUBLICSERVICE

POST-1994

RESULTSDRIVEN

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The Regulatory Framework

PFMA1999

PS Amend Act, 1999

PSC Act, 1997

W/Paper on Transf the PS

-1995AJA - 2000

W/Paper Trnsf PS Del Batho Pele, 1997

P/Service Regulations

, 2001Promotion of

Access to information Act, 2000

PRE-1994PUBLIC SERVICE

POST-‘94PUBLIC SERVICE

RESULTS

DRIVEN

Service Delivery

SERVICE

DELIVERYTRANSFORMATION

Public Serv Act of 1994

Public Service Laws Amend Acts

97/98

Constitution of 1996

Municipal Systems Act,

Act, 2000

RDP White Paper, 1994

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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.

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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…….”

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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”

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Vision and Mission of the SA Public Service

VISION

“Continually to improve the lives of the people of South Africaby a transformed public service, which is representative,coherent, transparent, efficient, effective, accountable andresponsive to the needs of all.”

MISSION

“The creation of a people-centered and a people-driven 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

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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.

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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

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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

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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 8th BPLN in Durban in 2009

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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

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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

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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”

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The Batho Pele Vision

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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

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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.

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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

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The Batho Pele Revitalisation Programme

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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

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Revitalisation of BP: Towards a framework

InternalCommunication

External Communication

Front office

Back Office

Culture

StructureSystems

Processes

Client interfaceThusong Service Centres (MPCCs)

EthicsProfessionalism

Change EngagementProgramme

Customer focus Consultation Information

Staff focus Organizational culture Morale

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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.

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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 & InstitutionalisingBatho 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

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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.

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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.

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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.

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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.

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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

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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

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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

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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

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What are our Rights?

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Batho Pele Principles

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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

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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.

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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.

BATHO PELE PRINCIPLES

Consultation

Service Standards

Access

Courtesy

Information

Openness and transparency

Redress

Value for Money

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Group Work

Provide a definition for each principle as yourunderstand 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 class20 minutes for exercise

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Consultation

All national and provincial departments must,regularly and systematically, consult not onlyabout the services currently provided but alsoabout the provision of new basic services to thosewho lack them.

Consultation will give citizens the opportunity ofinfluencing decisions about public services, byproviding objective evidence which will determineservice delivery priorities. Consultation can also helpto foster a more participative and co-operativerelationship between the providers and users ofpublic services.

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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

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:-

THE DPSA’S ROLE/ MANDATE1. provide leadership and expert advice on an ongoing basis to guide

and support departments' implementation programmes 2. assist in capacity building. In conjunction with PALAMA3. ensure that key line and staff officials within departments

are assisted to develop expertise and share good practice.

1. Identity the customers2. Establish the customer's needs and

priorities3. Establish the current service baseline 4. Identify the 'improvement gap' 5. Set service standards6. Gear up for delivery7. Announce service standards; and8. Monitor delivery against standards. and

publish results

IMPLEMENTATION STRATEGY

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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

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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

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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

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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!!

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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

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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

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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

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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.

Information

Value for MoneyRedress

Batho Pele

Courtesy

Openness & Transparenc

y

Consultation AccessService Standards

BATHO PELE PRINCIPLES

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How is the Public Service perceived?

The Public Service is currently perceived asbeing characterised by: inequitable distribution of public services, especially in rural

areas, lack of access services, lack of transparency and openness 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.

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WHY SHIFT/REFOCUSWHY 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.

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Batho Pele Belief Set

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The Batho Pele Vision

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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!

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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

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The Batho Pele Belief Set

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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

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WHAT ARE YOUR IDEAS ON “WE BELONG”…?

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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”

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“We Belong” with principles

Access: Offering integrated service delivery

Openness and Transparency: Creating a culture of collaboration

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WHAT DOES “WE CARE” MEAN TO YOU…?

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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

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“We Care” with principles

Consultation: Listening to customer problems

Redress: Apologizing when necessary

Courtesy: Service with a smile

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WHAT DOES “WE SERVE” MEAN TO YOU…?

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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

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“We Serve” with principles

Service standards: Anticipating customer needs

Information: Going beyond the call of duty

Value for money: Delivering solutions

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BELIEF SET AND LINK WITH BATHO PELE PRINCIPLES

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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 smileService standards: Anticipating customer needs

Information: Going beyond the call of duty

Value for money: Delivering solutions

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BATHO PELE

Organisation Organisation cares about us cares about us

as human as human beings and beings and not just as not just as workersworkers

It’s about looking It’s about looking after our internal after our internal

and external and external customerscustomers

It’s about It’s about serving your serving your customers customers

with pride and with pride and going the going the extra mileextra mile

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VIDEO OF HEROES

About some individuals who have made a contribution to bettering the lives of other

people

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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

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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?

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Change Engagement Management

Organisational Culture

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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.

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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

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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……

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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

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Lion AggressiveLazy

ElephantSlow MovingThinking Alike“Big Brother”BureaucracyStubborn Lots of Bulk

TortoiseInefficient“Don’t care attitude”Slow

DonkeySlowNeed Whipping

How Public Sees Us Today

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How Should Public See Us In the Future

HorseAgility Speed Ball Rolling

EagleStatureRespectResponsibleSoars High

DolphinInformativeIntelligentGraceful

CheetahAgileFast Flexible

TigerMeticulousSpeedy PurposefulResponsive

New Appoach: Batho Pele ImpactAssessment (BPIA)

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we are being judged by a new we are being judged by a new yardstickyardstick: not just : not just by how by how smartsmart

We are, or by our We are, or by our training training and and expertiseexpertise, but by , but by how wellhow well

We We handle ourselveshandle ourselves and and othersothers…Daniel Goleman…Daniel Goleman

In times of discontinuous change…In times of discontinuous change…

Teams and Team Work

Change Management Engagement

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“Together Beating the Drum for Service

Delivery” Drumming exercise

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KEY ROLES IN TEAMS

LinkerLinker

CreatorCreator

PromoterPromoter

AssessorAssessor

OrganiserOrganiserProducerProducer

ControllerController

MaintainerMaintainer

AdviserAdviser

TEAMTEAM

Encourages the searchfor more info Initiate creative ideas

Fights external battles

Examines details and enforces rules

Provides direction and follow-through

Provides structure

Offers insightfulanalysis of options

Champions ideas afterthey're initiated

CoordinatesIntegrates

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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

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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

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Gearing up for DeliveryGearing up for Delivery

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

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

Managing Change

Change Management Engagement

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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.

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WHAT IS CHANGE?

Some definitionsShift from the way things have been done to the new way of doing things, therefore a difference between the past and the futureHow does it happen?Through the introduction of 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

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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

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 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.

116

Common vision = SynergyCommon vision = Synergy

Vision

Dept’s/Directorates

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, 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

124

Using the right Tools in times of change is criticalUsing 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

KEYSERVICE

SERV BEN

CURRENT 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 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”

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

KEYSERVICE

SERV BEN

CURRENT 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

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!!!

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 @the 8th BPLN in Durban in 2009

SHIFT/REFOCUSSHIFT/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

SERIOUS IMPLEMENTATION REALITIESSERIOUS 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

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

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). ConsultationNorth West1). Consultation

2) Service Standards

North West1). Consultation

Eastern Cape2) Service Standards


Northern Cape3) Access

Eastern Cape2) Service Standards


150

THEMES PER MONTH

Key focus areas : Institutionalising & Mainstreaming BP

NORTH WEST - CONSULTATIONLEAD 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

DPSA

DPSA

DPSA

DPSA

DPSA

DPSA

DPSA

August

September

July

June

May

April

March

February

January

10). Rights of the child DPSAOctober

11)EnvironmentNovember DPSA

NW

NW

NW

NW

NW

NW

NW

NW

NW

NW

NWAwareness campaign; KYSC; BursariesInformation sessions;1). Education

3) Human Rights


4) Health


1). Education

3) Human Rights






4) Health


1). Education

3) Human Rights


DPSA

DPSA

DPSA

DPSA





4) Health


1). Education

3) Human Rights


DPSA

DPSA

DPSA

DPSA

DPSA





4) Health


1). Education

3) Human Rights


DPSA

DPSA

DPSA

DPSA

DPSA

DPSA

DPSA

DPSA





4) Health


1). Education

3) Human Rights


151

Preparation: What is expected from us

1. Creating common understanding on/about Consultation

2. Programme of Action3. Monthly themes4. Monthly themes input5. Consolidation for presentation during

Vuna/Premier’s/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– Government property and equipment– Safety of personnel and clients

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

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

155

Roll out Strategy…..

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.

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.

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

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

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

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

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

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)

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

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

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

167

Implementation Plan

Tasks Timeframe Person ResponsibleSubmission 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

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 MonthAnnexure:• Departmental Training Schedule

169

Review of Expectations

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.

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

172

DPSA CONTACT DETAILS

Faith Kasonkola(012) 336 1372086 6188630082 7794895 / 082 453 6793 (Mobile)Email : [email protected]

Lebo Matshasa(012) 336 1363 086 618 8753 082 882 4828 (Mobile)Email : [email protected]

Dick Bvuma(012) 336 1384 (012) 336 1824082 337 9922 (Mobile)Email :[email protected]

Vincent Mabunda(012) 336 1532 086082 806 7370 (Mobile)Email : [email protected] http://www.dpsa.gov.za/batho-pele

Mlungisi Myalezwa(012) 336 1250 012 336 1824 082 534 9519 (Mobile)Email : [email protected]

mailto:[email protected]




Documents

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