EASTERN CAPE PROVINCE

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EASTERN CAPE PROVINCE

• 17 FEBRUARY 2009
• MMABATHO TUSK CASINO

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PRESENTERS

• PELO MAGWENTSHU
• 079 893 7842/040 609 6039
• ANRI VAN DER WALT
• 079 0371596/040 609 6436

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Background

• Balasela awards started on 06 Dec 2006
• PGGA Programme experienced a gradual decline
  since its inception in 2001 due to some
  challenges
• Levels of commitment from top
• Incorporation into APP and ME
• Perceived as non-value add process

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Cont

• To enhance Leadership, Excellence and Innovation
  in the Province, it was agreed that PGGA
  methodology should be re-conceptualized to ensure
  institutionalization and focuses on
• The pro-poor approach to service delivery
• Excellence through continuous improvement, and
• Innovation in service delivery practices

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Cont..

• BALASELA (adopting SAEM methodology) was
  introduced to assist depts. achieve PGDP goals
  and benchmark best practices

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Excellence Model
Strategy Planning
Social Responsibility
Leadership
Processes
Organisation Performance
Client Focus
Client Satisfaction
Employee Management
Employee Performance
Resources Management
Resources Performance
() Used with permission of SAEF
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BACKGROUND

• BALASELA is a Xhosa word signifying Service
  Delivery Excellence and has its own value system
  supported by
• Planning (P) - (strategy and operations)
• Doing (D)- (implement / deployment)
• Check (C) - (monitor and evaluate)
• Action (A) - (continuous improvement)

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AWARDS PROCESS

• Training of adjudicators
• Use of trained Coordinators and
• Experienced Independent specialists
• Submission of projects
• Issue template
• Case study development sessions
• Communication to Depts
• Hard and soft copy submissions-DeptsOTP
• Feedback sessions post awards event

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CATEGORIES

• Innovations
• Community
• Balasela Improvement
• Corporate Governance
• Service Delivery Turn around
• Departmental Projects

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Objectives

• ONE assessment and recognition system in support
  of superior annual operational performance
• Provide the province with a new operational
  capability and the opportunity to use a real-time
  performance management system

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MOTIVATION

• Institutionalized and progressive service
  delivery improvement programme recognizing
  excellence
• Defined and aligned self-assessment based on
  the KRAs
• Departments trained on very powerful self
  assessment - tool towards continuous improvement

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MOTIVATION

• Alignment with the provincial wide ME system
• Leadership ownership, commitment and
  participation by all departments at all levels
• A system of learning from best practices

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AWARDS PROCESS

• Selection of Judges/adjudicators
• Experience in adjudication
• Knowledge of Public service
• Knowledge of Balasela programme
• Prominent in professional field

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Your
Organisation
as a Business System
Strategic Plan
Business Plan
Other
Processes and
Policies
Procedures
Documents
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High Scores Lessons Learnt

• Continuous measurement
• Change the corporate culture
• External orientation
• Aggressive stretch goals
• Full deployment / integration / involvement
• Proactive client and supplier involvement
• Recognition is KEY
• Commitment to learning and education
• Growth in submissions and cost

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Low Scores Lessons Learnt

• Passive leadership
• Reactive customer systems
• Limited benchmarking
• Plateau effects
• One dimensional systems
• Weak integration
• Absence of evaluation-change cycles
• Partial deployment / involvement

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Balasela Driving The Future
MOVING FROM
MOVING TO

• Certification Recognition
• Compliance Business Improvement
• Audit Assessment
• Standards Excellence Guidelines

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WAY FORWARD

• Envisaged improvement areas
• Participation by Local Govt, CBOs, NGOs and
  National Depts., Private Sector
• Departmental Balasela Awards
• Improved threshold levels
• Recognition based on process qualification i.e.
  PDCA

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• BALASELA AWARDS 27 FEB 2009
• THANK YOU