Date post: | 02-Jan-2016 |
Category: |
Documents |
Upload: | jonah-ramsey |
View: | 217 times |
Download: | 2 times |
Click to edit Master subtitle style
Briefing to the Portfolio Committee on the Batho Pele
Programme for the Public Service
19 May 2010
22
Quote by President
“What we need is a different type of a public servant; a public servant who respects the citizens he or she serves. A public servant who values the public resources she has been entrusted to manage. We need a public servant who comes to work on time and performs his or her duties diligently”
President Jacob Zuma, 23 April 2010, Meeting with top managers in the Public Service
33
OVERVIEW
1. Legal Background2. What are the Eight Batho Pele Principles3. Batho Pele Value System4. Challenges with Service Delivery within the Public
Service5. What is a Service Delivery Charter?6. Batho Pele Revitalisation Programme to Address
Challenges7. Batho Pele Impact Assessment Programme8. Co-ordination of Batho Pele9. Conclusion
44
1. Legal Background
55
The Constitution, 1996 (Chapter 10:Public Administration)
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.
66
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 ServiceThis 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-centricPeople MUST come first Batho Pele “ A better life for all”
77
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
88
2. Why the introduction of Batho Pele?
99
Rationale for Batho Pele
A need for Commitment to service excellence in HOW we deliver services in our day-to-day operations to citizens.
It is not any additional task to our daily tasks, but the manner in HOW we approach delivering our tasks in a professional, efficient and organised manner which ensures predictable services to ALL citizens ALL the time.
Batho Pele is about REAL professionals doing REAL jobs, addressing REAL issues, which affect REAL people, the citizen
1010
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 citizens to hold public servants
accountable for the type of services they deliver; and
Citizen orientated approach to service delivery informed by the 8 principles
1111
COMMITMENT TO SERVICE DELIVERY
The 8 Principles of Batho Pele are a commitment to continuous improvement and more innovative ways to deliver service to citizens through a Service Improvement Programme
To build effective relationships with the end users of public services, the citizen
1212
2. What are the 8 Batho Pele Principles
BATHO PELE PRINCIPLES
1. Consultation
2. Service Standards
3. Access
4. Courtesy
5. Information
6. Openness and transparency
7. Redress
8. Value for Money
1414
CONSULTATION
“Citizens should be consulted about the level and quality of the services they can expect to receive and wherever possible should be given a choice about the nature of the services that are on offer”
1515
SERVICE STANDARDS
“Citizens should be told what level, quality, quantity and frequency of public services they would receive so that they are aware of what to expect, where, when, how and why”
1616
ACCESS
“All Citizens should have equal access to public services which they are entitled to, within a reasonable distance from where they live and work “
1717
COURTESY
“All Citizens should be treated with dignity and respect irrespective of social or economic background and citizens should receive a sympathetic and positive response to all complaints and queries ”
1818
INFORMATION
“Citizens should be given full and accurate information about public services they are entitled to receive and public information which affects their rights to citizenship so that they can make informed choices”
1919
OPENNESS AND TRANSPARENCY
“Citizens should be told how government works, how much services cost and who is responsible for the delivery of such services and if such services cannot be delivered,why not”
2020
REDRESS
“Where the promised standard of service cannot be delivered now, citizens should be told why and an apology offered with a full explanation and a speedy and effective access to a solution or remedy which is fair, responsive and confidential ”
2121
VALUE FOR MONEY
“Public Services should be provided and procured in an economically and efficient manner in order to give as many citizens as possible the best possible value for their money spent on public goods and services”
2222
3. Batho Pele Value System
2323
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 citizen 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
2424
The three pillars underpinning the Batho Pele Value System
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
2525
4. Challenges with Service Delivery in the Public
Service
2626
COMPLIANCE TO BATHO PELE
A 2003 PSC Survey found there were differential levels of implementation of the 8 Principles of Batho Pele and highlighted the following challenges which are being addressed by the introduction of the Batho Pele Revitalisation Strategy in order to ensure compliance :
2727
CHALLENGES
“Public Servants lack practical skills to apply the Batho Pele principles”“Narrow and uneven interpretation of Batho Pele”“ No service standards are set to mediate citizen expectations of service delivery”
2828
CHALLENGES
“Service Delivery Improvement programmes are not aligned with service delivery capacity and resources in departments”“Service Improvement is seen as a separate campaign and not integrated into the daily core business of departments”
2929
CHALLENGES
“Service Delivery Improvement programmes were merely listing procedures without necessarily indicating how an improvement of quality, quantity or efficiency level will be attained by departments”
3030
CHALLENGES
“Batho Pele principles had to change the historical attitudes of how frontline personnel work and behave towards the public in the delivery of services”
3131
CHALLENGES
“Lack of adherence to basic Public Administration practices”
“Batho Pele principles had to be incorporated into the Performance Management System of all departments”
3232
CHALLENGES
“Absence of basic requirements in departments, e.g. service standards, service delivery improvement plans, signage, redress mechanisms”
3333
5.What is a Service Delivery Charter?
3434
SERVICE DELIVERY CHARTER
“ It is a statement of commitment that a department makes towards service delivery based on its mandate, capacity and resources”“ Reinforces service delivery improvement to all recipients by meeting their reasonable expectations”
3535
DEVELOPING A SERVICE DELIVERY CHARTER
“ A Consultative two-way process which affords ALL an opportunity to learn about government services provided by a dept and the community that the dept serves”
3636
ADVANTANGES OF A SERVICE DELIVERY CHARTER
1. Understanding the circumstances, needs and reasonable expectations of citizens and plan thereafter
2. Understanding the shortcomings and limitations of your dept and improve
3. Realising what is possible, realistic and ‘doable’ and what is not and in what time-line
4. Coming to a deeper understanding of Batho Pele- ‘putting people first’
3737
SETTING SERVICE STANDARDS
Must be relevant and meaningful and adhere to the SMARTER principles of being :
Specific Measurable Attainable Realistic Time-bound Evaluated Reviewed
3838
6. Batho Pele Revitalisation
Programmes to address Challenges
3939
Roll-out of Batho Pele Flagship Programmes
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; Mainstreaming, institutionalising, sustaining and fostering accountability for the implementation of Batho Pele.
4040
Roll-out of Batho Pele Flagship Programmes
Setting Service Standards Designing Service Delivery Improvement Plans (SDIPs) Hosting BP Learning Networks Batho Pele Change Management Programme
4141
Revitalisation of Batho Pele
InternalCommunicatio
nExternal
Communication
Front office
Back Office
Culture
StructureSystems
Processes
Citizen interfaceThusong Service Centres
CDWs
EthicsProfessionalism
Change EngagementProgramme
Citizen focus Consultation Information
Staff focus Organizational
Culture Morale
4242
Access Strategy
An access strategy was developed by the DPSA during 2008.
The objectives of the strategy are: 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 Development of an GIS system
To assist departments in adopting a citizen-centred approach to service delivery
4343
Know Your Service Rights Campaign (KYSRC)
To date two booklets (social cluster and criminal and justice cluster) was developed and 274 000 copies were distributed.
The objectives of the KYSRC are: To ensure that the majority of citizens are educated and well
informed of government services To ensure that citizens are aware of various channels 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
4444
Service Delivery Improvement Plans (SDIP)
Each department must submit a SDIP every three years and report on implementation thereof on a yearly basis. In 2009/10 only 60% of deparments submitted
The objectives of SDIP are: To ensure effective & efficient service delivery by making
the new, transformed Public Service
To ensure continuous improvement of services To ensure that service standards are developed To ensure that service delivery charters are developed
and published
4545
Khaedu
Khaedu entails the deployment of senior managers to the coalface of service delivery to develop collective solutions to challenges experienced. This is done on an annual basis after the completion of a once off five day theoretical course offered by PALAMA
The objectives of Khaedu are: 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.
4646
Batho Pele Change Management Engagement Programme (BPCMEP))
The BPCMEP is being rolled out on a train- the- trainer basis by DPSA
The objectives of the BPCMEP are as follows:Introduce and roll out the Belief Set - We belong, We care, We serve
Begin a process of institutionalising and embedding the Belief Set
Create excitement, passion and a better understanding about the Belief Set and Batho Pele
Motivate public servants to go beyond the call of dutyDeepen the understanding of Batho Pele Positively influence the behaviour, attitudes, work ethic, code of conduct and value system of public servants
4747
Annual Public Service Week
Effort to address service delivery challenges and backlogs at service points of service delivery intensive institutions by deploying Senior Managers to areas experiencing challenges during Annual Public Service Week;
The objectives are to: Enhance the quality and efficiency of
public service; and Ensure multi-skilling of public service
cadres in all layers.
4848
Africa Public Service Day (APSD)
APSD is celebrated annually on 23 June after endorsement by Africa Public Service Ministers meeting in Morocco in 1994 .
Debates by politicians, academics and public servants on public service delivery challenges takes place and is broadcasted throughout South Africa
The objectives of APSD are: To recognise the working conditions and the quality of
officials who devote their lives to diligently serve the public throughout the continent; and
To serve as a platform to showcase and reward good initiatives and achievements.
4949
7. Batho Pele Impact Assessment Programme
NOW
5050
Refocus of Batho Pele Approach
The refocus was named the BP Impact Assessment Approach and entails:
Integrated service delivery approach using BP as a vehicle
Allocation of separate BP principles to each province
Dedicated monthly themes in line with government priorities
Introduce an Excellence awards programme
5151
Batho Pele Impact Assessment Approach
Five key issues to support implementation:
1. Identification of key service delivery issues;2. Strengthening/development of appropriate
structures;3. Strategies to inform/direct implementation
through advocacy and education; 4. Monitoring and evaluation measures; and5. Reporting and accountability.
5252
Izimbizo’s and Site visits
Ministers, Premiers and MEC should collaborate together with Mayors and Councillors:
unannounced site visits to service delivery pointsmeet with public servants and citizens and listen to their challenges and solutions
The objectives of the site visits are as follows:Seeks to improve service delivery by identifying areas of deficiency in delivering services to our citizens in order to reduce service delivery protests
demonstrate not only the seriousness with which service delivery is viewed
5353
Izimbizo’s and Site visits
The objectives of the site visits are as follows:Visibility of government to support public servants in improving service delivery by focusing on all identified sectors per theme linked to a specific Batho Pele principle per province
Monitoring and evaluating where service delivery challenges still exist and providing joint solutions to line and sector departments
5454
Batho Pele Impact Assessment Approach Provincial Principle allocations
PROVINCE PRINCIPLE
Eastern Cape Service Standards
Free State Openness & Transparency
Gauteng Value-for-Money
Kwa Zulu Natal Information
Limpopo Courtesy
Northern Cape Accessibility
Western Cape Redress
North West Consultation
Mpumalanga All
5555
Batho Pele Impact Assessment Approach Monthly themes
January : Education; February : Safety and Security; March: Human Rights; April : Health; May : Rural, Urban and Community Development; June : Youth Development; July : African and International Solidarity; August : Women’s Emancipation; September : Culture and Heritage; October : Rights of the Child; and November : Environment as well as the hosting of the
Annual Batho Pele Impact assessment
Network
5656
Outcome based Approach to Service Delivery
Outcome 12: An Efficient, Effective and Development Oriented Public Service
Output 1: Service Delivery Quality and AccessOutput 2: Human Resources Management and DevelopmentOutput 3: Business Processes and SystemsOutput 4: Tackling Corruption
5757
Linkage to Outcome- based Approach:Outcome 12
1. Service User satisfaction Satisfaction surveys to be conducted in
Education and Health sectors Citizen scorecards to be developed for a
identified communities Public Participation through Minister’s
outreach programmes
5858
Linkage to Outcome- based Approach:Outcome 12
2. Responsiveness Develop a set of measures to assess
responsiveness and timely provisioning of services of IDs, licenses and social grants
Develop reports on services delivered to targeted communities
5959
Linkage to Outcome- based Approach:Outcome 12
3. Access Develop targets for maximum distance
to be travelled by citizens to access services
Plans for where integrated services need to be provided
Accessible buildings planned for persons with disabilities
6060
Linkage to Outcome- based Approach:Outcome 12
4. Value for Money Baseline information on costs of
services to citizens Set norms for pricing of services with
sectors
6161
Collaborative Efforts for BP Continuous Improvement
Utilisation of CDWs as foot soldiers for public service access
Utilisation of the Thusong service centers as key service delivery points
Focus on frontline institutions as interface with citizens regarding 5+2 priority areas
6262
Collaborative Efforts for BP Continuous Improvement
Utilisation of the AG to enforce BP implementation through reporting mechanisms
Collaborate with local government on service delivery challenges and work to deliver integrated services to citizens
Improve communications with stakeholders and general public to identify service delivery gaps and improve excellence
6363
COMPULSORY COMPLIANCE MEASURES
Implement Compulsory Compliance measures through performance instruments indicating specific success and failure indicators and corrective action
Anti-Corruption initiatives to be implemented in line with the Anti-corruption strategy to protect efficient utilisation and distribution of resources
6464
8. Co-ordination of Batho Pele Programme and
Projects
6565
Batho Pele Co-ordinator
Each department must appoint a Batho Pele co ordinator to implement the programme
The role of the co ordinators is to: Prepare and manage a business plan for the
Batho Pele Office Coordinate and plan all BP initiatives (e.g
Public Service Week, APSD, BP Learning Networks, site visits)
Establish scope and critical deliverables Manage implementation of BP principles Mainstream principles in IDPs, Dept policies &
programmes
Click to edit the outline text format Second
Outline Level Third Outline
LevelFourth Outline Level Fifth Outline Level
Sixth Outline Level
Seventh Outline Level
Eighth Outline Level
Ninth Outline LevelClick to edit Master text styles Second level
Third level Fourth level
» Fifth level
6666
9. CONCLUSION
Together beating the drum for service delivery
because WE BELONG, WE CARE, WE SERVE
to make A BETTER LIFE FOR ALL…….