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1 Presentation to the Select Committee of Co-operative Governance and Traditional Affairs 8 March 2011 Update on Transversal Public Service Issues
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Presentation to the Select Committee of Co-operative Governance and Traditional Affairs
8 March 2011
Update on Transversal Public Service Issues
PRESENTATIONS
1. SPS- dpsa2. CDW- dpsa 3. Implementation of Batho Pele
Policy- dpsa4. Role of PALAMA-PALAMA 5. Anti-Corruption Unit- dpsa6. Preparations for 2011 Salary
Negotiations- dpsa
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1. SINGLE PUBLIC SERVICE
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Presentation outline
• Introduction• Background• A country perspective on a SPS• SPS Mission• SPS Strategic Objectives• Way forward for 2011/2012
• Process Map to Parliament
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Introduction■ The broad goal of establishing a single public service
is ultimately about aligning & harmonizing the machinery of state across the three spheres so as to more effectively fulfill service delivery needs
■ An integrated public service with harmonious systems, conditions of service and norms will reduce fragmentation and promote more efficient coordination between the different spheres of government
■ Mobility of staff between the spheres thereby facilitating optimal deployment of skills and allocation of functions
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Introduction
■ The SPS is seen as a vehicle that will enhance and augment government’s capacity to improve and accelerate service delivery which is a key theme that cuts across all of the outcomes of government
■ The mechanism that will allow for this is the framework legislation for the Single Public Service
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Background
■ A draft Public Administration Management Bill (PAM Bill) to provide for the organisation, management, functioning and personnel related matters in administration in the three spheres of government was prepared, consulted upon and introduced in Parliament in June 2008
■ The Bill was subsequently withdrawn from Parliament in November 2008 to ensure an extended extra Parliamentary consultation process
■ There was a need to complete consultative processes especially at the NEDLAC level
■ The Bill was also tabled in Parliament at a point which would have crossed the terms of different Legislative and Executive authorities
■ The Bill had to be reintroduced
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Constitutional Imperatives
• Provides that South Africa is one, sovereign, democratic state & that government is constituted as national, provincial & local spheres of government which are distinctive, interdependent & interrelated (unitary)
• Determines basic values & principles governing public administration
• Requires all spheres of government to provide effective, efficient, transparent, accountable & coherent government to secure well-being of people & progressive realization of their constitutional rights
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A Country Perspective
• Three spheres are required to respect each other’s territory powers and functions while striving to work together to maximize service delivery impact
• Citizens rights are enshrined and the State must take reasonable and other measures to achieve the progressive realization of these rights
• Increased determination to continue to transform and modernize state institutions (service delivery protests & turn-around strategy for LG)
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A Country Perspective
• Need better coordination & integration as fragmented, silo-based delivery of services causes duplication & wastage
• Need for greater convenience to people in the delivery of services & improve quality of services especially those in under-serviced rural areas
• Need to maximize resources through deployment of officials where most needed
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SPS Mission• To strategically align the institutions that comprise the
machinery of the developmental state so that their implementation efforts complement one another through the introduction of enabling public administration legislation and policy frameworks for a Single Public Service
• To deepen integrated service delivery by creating service delivery points (single window) from which citizens can access a basket of services. Multiple institutions are to collaborate on creating a ‘single window of access’
• To create a common ethos of service delivery across the three spheres inspired by the basic values and principles contained in Section 195 of the Constitution and principles of Batho Pele
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SPS Mission
• To create common norms and standards for human resource management and development across the three spheres to facilitate mobility of personnel across the spheres
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SPS Strategic Objectives
To create a common culture of service delivery across the 3 spheres, based on the precepts of Batho Pele, in order to ensure a consistently high standard of service
To establish common norms and standards for employment in the Single Public Service, including employment practices and employee relations frameworks and mandating arrangements
To provide a mechanism for the transfer of functions and staff between institutions or spheres of government, within the framework provided by the Constitution and the Labour Relations Act
To provide for an anti-corruption strategy and standards of conduct for the SPS
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SPS Strategic Objectives
Create seamless and integrated service delivery through single window approach
To create a single senior management service cadre, thereby facilitating the mobility of these managers within the Single Public Service
To provide a framework for remuneration and conditions of service for the Single Public Service
To provide for a human resource development strategy for the Single Public Service and the development of an integrated skills database to support human resource planning
Interoperability of ICT transversal systems, financial & human resource systems
Process Map to Parliament
WAY FORWARD: 2011 - 2012PROCESS MAP TO PARLIAMENT
Activity Time frame
1. Consultative workshop within DPSA to determine areas of PSA amendments and new regulatory areas
March – April ’11
2. Prepare first draft Amendment Bill April ’11
3. Consult with stakeholders within government (e.g. Co-operative Governance Dept, NT, Presidency, SALGA )
May ’11
4. Finalise first draft Amendment Bill June’11
5. Publish revised draft Amendment Bill for public comment (insofar as it affects local government) ito s154 of Constitution for 60 day period, notify Nedlac & consult with external stakeholders
July ’11
Process Map to ParliamentWAY FORWARD: 2011 - 2012
PROCESS MAP TO PARLIAMENTActivity Time frame
7. Consider comment & revise draft Amendment Bill
Sept ’11
8. Formally submit revised draft Bill to Nedlac for consultation & engage on revised draft Amendment Bill
Sept - Oct’11
9. Pre-Cabinet certification by State Law Advisers Nov ’11
10. Cabinet’s approval for introduction in Parliament
Nov ’11
11. Certification for introduction in Parliament by State Law Advisers
Jan ’12
12. Introduction in Parliament Feb ’12
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2. COMMUNITY DEVELOPMENT
WORKERS
Content
• Introduction and Background• Rationale Role of DPSA in Service Delivery Role of CDW in Service Delivery Achievements and Challenges for CDWs Co-ordination of CDWs Review of CDW Programme Refocused CDWP
Introduction and Background
In 2003 the Cabinet concluded that a gap existed between the delivery of services and the utilization of those services by the poor communities and that this urgently needed to be bridged by some kind of intervention or institution aimed at bringing the government closer to the people
Accordingly the January 2003 the Cabinet Lekgotla resolved to establish the Community Development Workers Programme (CDWP).
Rationale for the establishment of the CDWP
The Cabinet Memo of June 2003 and August 2004 affirmed the CDWs as the public servants of a special kind.
“Government will create a public service echelon of multi-skilled community development workers who will maintain a direct contact with people where these masses live. We are determined to ensure that government goes to the people so that we sharply improve the quality of outcomes of public expenditure intended to raise the standards of living of our people”.
The focus of the CDWP was to enable communities to make better use of government services and benefits, to foster community development as well as to improve the quality of life of citizens.
In the 2009 Cabinet Lekgotla it was further resolved that the CDWP should be intensified in the War Against Poverty Campaign
The role of DPSA in service delivery
Lead the transformation of the state by promoting: a high standard of professional ethics, the efficient and effective use of public resources, the developmental state which includes participation of
people in its activities, delivering services in an impartial and transparent
manner and respond to the needs of citizens.
Developed the Government-wide Access Strategy (2006) i.e. Public Participation Focus Weeks, Urban Malls,
Community Development Workers, Thusong Service Centers and Batho Pele Gateway Portals.
The role of CDWs in service delivery
The functions of community development workers are as follows:
Communicate government and other information to the communities
Feedback to government re. community experiences of service & governance
Early warnings to government of any reduction in service standards and/or performance
Report any corruption or irregularity in of government
Facilitate government assistance to community projects where required
The role of CDWs in service delivery
The functions of community development workers are as follows:
Facilitate government assistance to community projects where required
Help communities to engage with IDPs and other programmes of government
Maintain communication with CBOs and initiatives of civil society
Promote the principles of Batho Pele and community participation
Improve community linkages to para-statals, NGOs and private donors
Monitor and report significant trends within the communities
Operational achievements and challenges of the CDWP
Achievements• Master Plan implementation• Supporting the War on Poverty
Campaign• Completion of National CDW
Skills Audit and research• Capacity Building with India
training agreement• Implementation of Benchmarked
Job Descriptions for CDWs• Implementation of the “Know
Your Rights and Responsibilities Campaign”
• Establishment & functioning of the CDWP National Task Team (NTT)
• Publication of annual Grassroots Innovations case study booklet
Challenges• Variance in implementation of the
CDWP by provinces• Funding challenge and limited
resources for CDWs• The number of CDWs employed
per province• Career-pathing for CDWs• Clarification of roles &
responsibilities• Common activities carried by
other community development workers
• Poor cooperation and support by the sector departments
• Guidelines developed are very useful but remain only guidelines
• Policy gaps
: CDWs per province as at December 2010
Province Number of CDWs Number of Wards Wards without CDWs
North West 283 338 199
Gauteng 456 423 25
Northern Cape 313 174 0
KwaZulu-Natal 368 771 395
Free State 296 300 8
Mpumalanga 410 409 6
Western Cape 203 348 235
Limpopo 468 510 45
Eastern Cape 598 636 37
Total 3 395 3 909 950
Coordination of the CDWP
Cabinet allocated the coordination function to both COGTA and DPSA at national level with respect to their individual mandates.
In this regard, Cabinet specified that “the CDWs must institutionally be based at local level.
CDW Programme should be implemented by the provincial administration, from the office of the Premier or the provincial department of local government.
Department of provincial and Local Government to provide overall programme management including facilitation of funding.
The DPSA to provide support in training and development of a toolkit for community development workers”
Review of the CDWP
The programme has been implemented through guiding frameworks such as the CDW Handbook and Master Plan (2007) although inconsistencies in the interpretation of these guiding frameworks
Review process completed (literature review, consultation with nine provinces and groups of experts in governance, funding, training
and career-pathing for CDWs) Hosting of a national CDWP policy summit in November
2009 (over 350 delegates from all provinces and associated stakeholders participated)
Review of the CDWP
The Summit recommended the adoption of a policy framework that speaks to the following areas:
Funding Training and Career-Pathing Location of the Programme Governance and management structures Tools of trade
Refocused CDWP
The review further highlighted the need to strengthen the service delivery thrust and to realign the programme architecture around the following three pillars of programme work:
Effective implementation of Government's Access Strategy
Supporting Developmental Local Government
Strengthening the War on Poverty Campaign
Government's Access Strategy
The overall vision of the Access Strategy is to improve the quality and quantity of services accessed by citizens through ensuring that these services are consistent with their needs and aspirations. The Access Strategy is operationalised through a set of access channels, which include:(i) Community Development Workers (CDWs)(ii) Thusong Service Centers(iii) Batho Pele Gateway Portal(iv) Public Participation programmes
CDWs are therefore an integral part of government’s Access Strategy which is championed by the DPSA because it operates across the departments and spheres of government
Supporting Developmental Local Government
Approval of local government turnaround strategy in December 2009.
Focus on the following two of the five strategic objectives (LGTS):
Ensure that municipalities meet basic needs of communities.
Strengthen partnerships between local government, communities and civil society by mobilizing communities and other development partners to partner with municipalities in service delivery and development.
CDWs will work with COGTA to support the above objectives
The Current Role of CDWs in War on Poverty Campaign
CDWs play a support role in the Campaign by:(i) identifying poor households (ii) developing their profiles (iii) linking these households with government services (iv) monitor progress regarding delivery of service (v) community and mobilisation to participate in the campaigns
The new role for CDWs in the War on Poverty Campaign
Contribute towards the speedy graduation of households in 1128 wards out of extreme poverty by 2014 as envisaged in the Anti-Poverty Strategy
Focus on four nationally-driven projects:(i) Food security, (ii) Early childhood development, (iii) HIV&AIDS, and (iv) Social protection
The new role for CDWs in the War on Poverty
Campaign
Approach:
Foster compliance and accountability on allocated tasks, resources and agreed outputs as well as the intended outcomes.
Utilise the 3 330 CDWs who are currently employed throughout the country.
Use Provincial and National Task Teams as well the National and Provincial Coordinators
Use Thusong Service Centers
The New Role of CDWs in the War on Poverty Campaign ….cont
Area 1: Food SecurityNational programme will be developed to facilitate access to land for food production from municipalities and Tribal Authorities.
Advise the individual households on how to start their own relevant food gardens for self-reliance.
Facilitate the process in which the produce from the food gardens will be utilized by CBOs involved in HIV/AIDS initiatives and ECD programmes and other initiatives such as feeding schemes as piloted in the Western Cape Province.
The New Role of CDWs in the War on Poverty Campaign ….cont
Area 2: Early Childhood Development (ECD) Identify children who are out of the ECD programmes and
link them with the crèches These children will be able to access government services CDWs will further identify the unregistered crèches and link
them with DSD for registration Assist communities to establish crèches where there is a
need
The New Role of CDWs in the War on Poverty Campaign ….cont
Area 3: HIV and Aids Contribute to the national HIV/AIDS awareness campaign
by disseminating the relevant information on the prevention and management of the HIV&AIDS infected and affected people.
Encourage communities to participate in the national voluntary testing and counseling campaign.
Work with other government departments and civil society structure to ensure that the affected and infected people participate in other poverty eradication programmes
The New Role of CDWs in the War on Poverty Campaign ….cont
Area 4: Social Protection Focus on empowering the rural and farming communities
Intensify the social grants registration drive in these communities (old age, child support and disability grants).
CDWs are utilised in the WOP Campaign as “foot soldiers in the war against poverty, the eyes and ears of the people and defenders of the poor” as they are popularly known.
CDWP Deliverables for 2010/11
Under the implementation of the CDWP, the following deliverables were identified:
• Develop a Policy Framework for CDWs• Development of norms and standard
guideline for CDWs• Development of training and development
plan for CDWs• Finalization of provincial Master Plans • Publications developed and updated
Develop a Policy Framework for CDWs
• The CDW policy development process consisted of three phases: (1) literature review (2) a stakeholder consultation processes in all 9 provinces which culminated into a national CDW Policy Summit at which a CDW programme Policy Declaration was adopted; and (3) the development of CDW programme policy framework for approval by Cabinet.
• Phases 1 and 2 were successfully completed in 2009 and a draft CDW programme Policy Framework was produced and presented to the internal management structure of the DPSA for inputs.
• In 2010 a process of developing regulations on Community Development and Public Participation, which will also give policy direction to the CDW programme, was embarked upon.
• Draft Regulations have been finalised and submitted for approval
Development of Norms and Standards for CDWs
• A process of developing a CDW Guideline on Citizen Engagement was embarked upon in August 2010.
• The purpose of this guideline is to set the parameters (norms and standards) for the effective implementation of the CDW programme with regards to citizen engagement.
• A discussion document was developed for guiding consultations with key stakeholders.
• Six of the nine provinces were consulted by the end of February 2011. Consultations with Mpumalanga, North West and Free State will be held in March 2011.
Development of Training and Development plans for CDWs
• In line with the findings of the 2008 CDW National Skills Audit, a comprehensive training plan is being developed for CDWs.
• In June 2010, PALAMA and DPSA embarked on a process of developing a training module for CDWs, which will serve as a just-in-time intervention to address urgent training needs for CDWs to be able to effectively execute their daily duties.
• PALAMA conducted focus groups with CDWs in Limpopo province to test their varying skills levels. A draft training module is available and will be piloted in the Free State province in March 2011.
Development of Training and Development plan for
CDWs
• To enable CDWs to embark on further education opportunities, a competency framework has been developed to guide institutions of higher learning in the construction of curricula for Community Development qualifications.
• The CDW National Task Team also continues to popularise the India Training Exchange Programme amongst CDWs. For this current year, 64 applications from CDWs were submitted to the Indian High Commission for consideration in the training programme under the Indian Technical Economic Cooperation (ITEC).
Recommendations
It is recommended that both the Department of Co-operative Governance and DPSA –
Continue to plan for Community Workers within their respective legal mandates
Develop the necessary and respective legislative frameworks for their respective mandates
Provide development support to the CDW Programme in an integrated manner
Conclusion
The realignment and revival of the CDW programme responds to the call made by President Zuma during his 2010 State of the Nations Address that:….“We said it would be a state that responds to the needs and aspirations of the people, and which performs better and faster. This year, 2010, shall be a year of action. The defining feature of this administration will be that it knows where people live, understands their needs, and responds faster”
Let 2010 indeed be a year of community development in action!
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3.IMPLEMENTATION OF THE BATHO PELE
POLICY
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OVERVIEW
1. Legal Background2. Batho Pele Value System3. Challenges with Service Delivery within the
Public Service4. Batho Pele Revitalisation Programme to
Address Challenges5. Batho Pele Impact Assessment Programme6. Co-ordination of Batho Pele7. Conclusion
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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.
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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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BACKGROUND
• The Batho Pele policy (BP White Paper, 1997) was endorsed by Cabinet in 1997
• It was re-confirmed in 2004, and a Revitalisation Strategy put in place targeting all three (3) spheres of govt
• In terms of Khaedu, this Cabinet decision included that all SMS members must be deployed annually to the coalface of service delivery as part of their performance agreements
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BACKGROUND
• DPSA is leading the implementation of BP in national and provincial Departments.
• DPSA has provided support and know-how to DCOG so that they can institutionalise BP at the local sphere
• DCOG is responsible for implementation of BP in Municipalities.
• Within the DSPA the implementation responsibility lies with the SDOT branch
BATHO PELE PRINCIPLES
1. Consultation
2. Service Standards
3. Access
4. Courtesy
5. Information
6. Openness and transparency
7. Redress
8. Value for Money
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Batho Pele Revitalization Strategy
Taking Public Service to the People
•Cascading BP to Local Government•Integrated and Joined-up Services•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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PROGRESS REPORT ON BPCME
Statistics as at December 2010:
• Total officials capacitated: 892 across the three spheres
• Total at national departments: 112
• Total for provincial departments: 458
• Total at local govt.: 222
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PROGRESS REPORT ON BPCME
Statistics as at December 2010 for local govt.:
Total 222• Total Municipalities involved: 8 (3Local
Municipalities; 4 District Municipalities and 1 metro)• Target for 2011/12: 3 Departments each at
provincial and national levels. • DCOG to advise on Municipalities as in the next
financial year DCOG will take over the capacitation.
Municipal Breakdown
Province Municipality Number of Officials capacitated
Eastern Cape OR Tambo District 15
North West Mafikeng Local 49
Ngaka Modiri Molema District 20
Molopo Local 28
Dr Ruth Mompati District 12
Naledi Local 20
Ditsobotla Local 24
Gauteng Joburg Metro 54
TOTAL 222
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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.
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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
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IMPLEMENTATION OF BPIA
• Strengthening and institutionalisation of BP by moving towards Batho Pele Impact Assessments (BPIA) aligned to Government’s outcomes approach .
• Batho Pele Impact Assessment approach is aimed at ensuring responsive and accountable service delivery mechanisms in all government spheres.
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IMPLEMENTATION OF BPIA
• It institutionalises a culture of continuous improvement to the quality of public services. This provides the opportunity to bridge the service delivery gaps that may have been unintentionally created.
• It puts emphasis on impact regarding public services rendered to the citizens, which will improve citizens’ satisfaction of government services.
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IMPLEMENTATION OF BPIA
• Implementation include, Provincial Batho Pele principle allocations aligned to a monthly theme.
• Themes are aligned to Government’s key initiatives, priorities and 12 outcomes.
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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.
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KHEADU REFOCUS
• Outcome 12 has necessitated a revision of the management approach of the Khaedu programme.
• As a result the Deployment Strategy is being revised.The revised approach will now include institutionalised visits to specific service sites relevant to the capacitation of officials at hand. Pilot visitations are in progress to the following sites: Home Affairs, Health, SASSA, a Magistrate court, SARS, the Public Protector, the Disability People of SA & the Joburg Metro Billing Office
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KHEADU REFOCUS
These visits will capture and impact upon the following: • Business processes management; • The modernisation of the social grants disbursement
system; • Records management; • Delegations and decision making; • Queue management system; • Complaints Management Systems
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KHEADU REFOCUS
These visits will capture and impact upon the following:
• access strategies needed; • the functioning of the criminal justice system
and knowing your rights and responsibilities; and the complaints management system.
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Batho Pele Change Management Engagement Programme (BPCMEP))
•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 duty
•Deepen the understanding of Batho Pele
•Positively influence the behaviour, attitudes, work ethic, code of conduct and value system of public servants
The BPCMEP is being rolled out on a train- the- trainer basis by DPSA
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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.
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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.
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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
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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.
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Izimbizo’s and Site visits
•Ministers, Premiers and MEC should collaborate together with Mayors and Councillors:•unannounced site visits to service delivery points•meet 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
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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
BP Alignment with Outcome 12 DATE THEME SECTOR PROVINCE
January 2011 Education Education sector
Schools
KwaZulu-Natal & Eastern
Cape
February 2011 Safety and security Justice sector
ICD, Police Stations
Gauteng
22 March 2011 Human rights Justice sector
Police station and
magistrate court
Limpopo
12 April 2011 Health Health sector
Hospitals, Clinics,
Provincial departments
Northern Cape, North
West & Eastern Cape
BP Alignment with Outcome 12 DATE THEME SECTOR PROVINCE
05 May 2011 Rural, urban and
community development
Agriculture and rural
development sector
Co-operative sites by
rural development,
economic affairs &
agriculture
Gauteng, North West,
KZN
21 June 2011 Youth development Youth institutions like
Ministry for women, youth
and people with
disabilities
Youth rehabilitation
centre, assessing impact
of adopting a child
initiative, entrepreneurs
by NYDA & IDC.
KwaZulu-Natal
BP Alignment with Outcome 12
DATE THEME SECTOR PROVINCE
25 July Education sector Education sector
District offices (as follow-
up on the issues that
were raised in January)
Schools
KwaZulu-Natal &
Eastern Cape
Mpumalanga
03 August 2011 Women’s emancipation Provincial and national
offices (dept in
partnership with Ministry
for women, youth and
people with disabilities)
Social Development
Limpopo, Pretoria
(National office)
BP Alignment with Outcome 12
DATE THEME SECTOR PROVINCE
13 September 2011 Culture and heritage Arts and Culture
provincial dept &
municipalities in
partnership with COG
Northern Cape
18 October 2011 Health sector Clinics, hospitals
District offices
KwaZulu-Natal and
Western Cape
BP Alignment with Outcome 12
DATE THEME SECTOR PROVINCE
15 November 2011 Environment Municipalities
Dept of Water affairs
Dept of Transport in
partnership with
Ministries of Energy,
Water Affairs, Minerals
and Tourism
Western Cape
BP Alignment with Outcome 12
DATE THEME SECTOR PROVINCE
3 December Rights of women and
children
National+provincial dept
to assess programmes e
sensitivity towards
needs of persons with
disability, children &
women
Limpopo, Ministry for
women, youth and
people with disabilities
and COGTA
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Batho Pele Impact Assessment- Principle allocation per Province
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
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Collaborative Efforts for BP Continuous Improvement
• Utilisation of the AG to enforce BP implementation through reporting mechanisms
• Use Ethics and Integrity Framework to institutionalise BP principles through Code of Ethics
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Collaborative Efforts for BP Continuous Improvement
• Collaborate with local government on service delivery challenges and work to deliver integrated services to citizens within a joined-up strategy
• Improve communications with stakeholders and the general public to identify service delivery gaps and improve excellence
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CONCLUSION
• The plan is to work collaboratively DCOG to capacitate Municipalities as no legal mandate exists at present for the DPSA to implement policies at this sphere.
• DCOG needs to mirror the legal policy framework on BP at the local sphere of government.
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4.ROLE OF PALAMA
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5.ANTI-CORRUPTION UNIT
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6. PREPARATIONS FOR SALARY
NEGOTIATIONS 2011
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THANK YOU
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
