Batho Pele Internal Staff Programme:

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Batho Pele Internal Staff Programme Together
Beating the Drum for Service Delivery SMS
Conference, 16 September 2003
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Objective

• Provide overview of the BP Internal Programme
• Contextualise the role and importance of
  leadership in mobilising, creating, re-imaging,
  galvanising, igniting, enthusing, embedding
  leading change BP

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Background

• Batho Pele Revitalisation campaign
• The Change Has Begun
• TV , radio
• Seamless provision of quality services in a
  convenient manner to the public. No wrong door /
  queueGateway Public Direct Launch
• Call centre - 1020
• Portal www.services.gov.za
• Service Centres public service urban malls
• Directory of Public Services
• Community Development Workers

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Why the internal Programme? - Objectives

• People make or break change!!! Therefore no
  sustainable and thoroughgoing change (service
  delivery improvement) without focus on people
  related issues
• Over 70 of implementations failure due to lack
  of systematic attention to people issues
• therefore this means that the so-called soft
  issues are in fact HARD issues
• Culture reorientation alignment is a
  prerequisite for sustainable and thoroughgoing
  change (service delivery improvement)

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Therefore involves all organisational aspects
(procurement, finance, procurement,
logistics,etc) for thoroughgoing service
improvement
Batho Pele Integrated Service Delivery
Improvement Model - A comprehensive approach BP
is holistic, multifaceted, systemic,
multidimensional and seamless
Therefore Effective, Efficient Service delivery
Infrastructure, information technology
Processes, systems
People
Front-office reengineering
Communications and culture
Back-office reengineering
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Introduce more change, anchor new approach in new
culture
Why the internal Programme? - Objectives

• Ensure alignment with (and support of) the
  message communicated via the external
  communications campaign The Change Has Begun ,
  The Public Service is Changing for the Better
• Ensure that public servants behaviours are
  congruent with the message , promises pronounced
  through the external communications campaign
• Communicate in simple terms what Batho Pele is
  about and how individuals, components, regional
  offices, departments contribute towards the
  realisation of Batho Pele
• Communicate the message that, Together are ,
  should , must beat the drum for service delivery
  .we are in this together
• In the process also shattering myths, popular
  held misconceptions about Batho Pele

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Introduce more change, anchor new approach in new
culture
Why the internal Programme? - Objectives

• Recreate awareness, enthusiasm , excitement ,
  buy-in regarding Batho Pele as a principle,
  philosophy, ethos, value-system and practice in
  every facet of public service working life and
  environment
• Engender , foster a performance, people
  (customer) centric public service culture

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Key Elements

• Establishment of a new belief set for Batho Pele
  not just principles in order to drive culture
  reorientation
• We belong, We care , We serve
• Definition of culture
• A transmitted pattern of values, ideas and other
  symbolic systems that shape behaviour (kroeber
  and Kluckhohn 1952)
• The glue that holds together an organisation
  through shared pattern of meaning. Three
  components systems context or core values,
  process of communication and strategies to
  reinforce content (eg reward system and training
  programmes) Martin and Siehl 1983
• Interactive Industrial Theatre
• Batho Pele Heroes Video public servants who go
  beyond call of duty
• Train-the-trainer process on new belief set and
  service delivery issues

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Key Challenges and considerations

• Culture reorientation is a process not an event ,
  therefore change might not be visible overnight
• institutional levers (performance management,
  reward systems, training) need to reinforce ,
  embed desired values , behaviours
• Leadership role is critical in communicating ,
  reinforcing through the walk and talk the new
  belief set we belong, we care , we serve
• Leadership should be servant leadership lead by
  example, walk the talk
• Motivate, galvanise, enthuse , excite, motivate ,
  empower , reward, support, listen .all hallmarks
  of a leadership type for talking public service
  delivery to another level

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Key Challenges and considerations

• Change Management, therefore culture alignment,
  modifications efforts are long-term in nature
  therefore change in behaviour might not
  necessarily manifest overnight
• Need to therefore have a long-term, incremental
  and systemic approach (change is reinforced,
  supported by processes, systems,etc) though
  being cognisant of quick-win opportunities (must
  therefore target and exploit current levers of
  change)
• It means seeing this initiative as a beginning of
  a long-term, on-going process achieving the
  stated objectives

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Key Challenges and considerations

• Need to be cognisant of the current initiatives
  and therefore avoid duplications, conflicting
  messagescausing more change fatigue
• ensure alignment with current initiatives
• Ensure proper, sensitive effective stakeholder
  management especially across the public service
• avoid top-down, DPSA imposed perception of the
  initiative
• Ensure collaborative , partnership approach
  (there train-the-trainer is critical)
• Thus improve ownership, legitimacy and
  sustainability
• Institutional focus to be biased towards service
  delivery institutions , regional levels as
  opposed to corporate level

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Key Challenges and considerations

• Programme co-ordination
• Funding
• Sustainability effort, interest, funding,
  championship
• Committed leadership championship

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Introduce more change, anchor new approach in new
culture
The War Cry Together Beating the Drum for
Service Delivery Why?

• Aspiring to establish a modern public service in
  an African Century the 21st Centurytherefore
  the drum in an African context is a powerful
  symbol which depicts
• A clarion call for action
• A sense of urgency (a burning platform for
  change)
• Mobilises, galvanises people to action

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Introduce more change, anchor new approach in new
culture
The War Cry Together Beating the Drum for
Service Delivery Why?

• Aspiring to establish a modern public service in
  an African Century the 21st Centurytherefore
  the drum in an African context is a powerful
  symbol which depicts
• A sense of collectivism, togetherness .BP is
  about all of us being responsible for service
  delivery(We are in this together!!)
• levels strategic/executive to operational
  (irrespective of rank)
• spheres corporate/national level, provincial,
  (super)regional and sub-regional
• across the value chain from back to front
  office vertical or horizontal integration

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Introduce more change, anchor new approach in new
culture
The War Cry Together Beating the Drum for
Service Delivery Why?

• Aspiring to establish a modern public service in
  an African Century the 21st Centurytherefore
  the drum in an African context depicts
• Vibrancy
• Dynamism
• Rhythm harmony ..orchestration
• Triumph

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• Thank You