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Briefing to the Portfolio Committee on the Batho Pele

Programme for the Public Service

19 May 2010

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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

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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

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1. Legal Background

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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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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”

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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

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2. Why the introduction of Batho Pele?

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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

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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 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

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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

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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

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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”

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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”

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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 “

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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 ”

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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”

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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”

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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 ”

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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”

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3. Batho Pele Value System

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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 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

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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

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4. Challenges with Service Delivery in the Public

Service

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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 :

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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”

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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”

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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”

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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”

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CHALLENGES

“Lack of adherence to basic Public Administration practices”

“Batho Pele principles had to be incorporated into the Performance Management System of all departments”

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CHALLENGES

“Absence of basic requirements in departments, e.g. service standards, service delivery improvement plans, signage, redress mechanisms”

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5.What is a Service Delivery Charter?

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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”

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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”

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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’

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SETTING SERVICE STANDARDS

Must be relevant and meaningful and adhere to the SMARTER principles of being :

Specific Measurable Attainable Realistic Time-bound Evaluated Reviewed

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6. Batho Pele Revitalisation

Programmes to address Challenges

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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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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

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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

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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

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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

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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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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

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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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7. Batho Pele Impact Assessment Programme

NOW

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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 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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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8. Co-ordination of Batho Pele Programme and

Projects

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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

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9. CONCLUSION

Together beating the drum for service delivery

because WE BELONG, WE CARE, WE SERVE

to make A BETTER LIFE FOR ALL…….