National Service Delivery and Organisational Transformation Steering Committee (NSDOT)

26 March 2013

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Presentation Outline

Service Delivery Context Conceptual Framework for SDOT Discussions on presentations

T h e P u b l i c S e c t o r R e s u l t s C h a i n

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There are many performance challenges…

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1. Service Delivery Context

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Context to Batho Pele

It is a Commitment and Orientation to service excellence in HOW we deliver services to citizens in our day-to-day operations.

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 of the time.

Batho Pele is about REAL professionals doing REAL jobs, addressing REAL issues, which affect REAL people, the citizen

Change Attitudinal Dimensions

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Operations Management

It is activity of managing the resources which are devoted to production and delivery of services and products.

Operations functions include: Technical Functions Service Development Functions Product Development Functions Information Systems Functions Human Resources Functions Accounting and Finance Functions

It entails the overall co-ordination and value added processes and systems to provide continuous improvement of services to be delivered

SERVICE DELIVERY PERFORMANCE OBJECTIVES

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Productivity Management

Productivity is the relationship between the output and input and indicates whether the activities of an organisation are efficient and effective.

Service = Quality and Quantity of the OutputProductivity Quality and Quantity of the Input

MANUFACTURING vs SERVICES PRODUCTIVITY

Productivity in Manufacturing Mass production of goods which focuses on the quantity of units produced according to a set quality uniform standard

Productivity in Service DeliveryThe quality experience and value time spent in receiving the service by an individual citizen

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QUANTITY vs QUALITY

QuantityEach citizen or customer usually only receives ONE product or service unit e.g. One ID book or One house or One frontline engagement to pay an account

QualityThe recipient of the One unit of goods or a service, judges the value of that One item/encounter to determine the quality of service through that experience hence influencing the perception of productivity

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MEASURING TOTAL SERVICE PRODUCTIVITY Labour Productivity

Relationship between GDP and cost of salaries

Performance Productivity Measuring whether the outputs and outcomes have been met in

the specified time with the most efficient resource utilisation E.g. In a 40 hr week you work 8 hours a day and complete certain

phases of your projects way before schedule. You are able to do more than planned

Operational Productivity The operating environment has a direct impact on how you are

able to perform i.e. ergonomics; physical location and layout; functional resource allocation e.g. a doctor at a hospital

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Position Management

Functional Fragmentation- ”- when an organization is split into far too many smaller components and jobs have been functionally decomposed into too many over-specialised areas especially in repetitive, routine and highly regulated functions like corporate resource and administratively related functions.

Job Dilution- is when lower level work is been performed by higher graded employees because of incorrect job grading used to justify higher salaries

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Position Management

Layering- when there are too many organizational levels in the chain of command which restricts accountability of lower level supervisors who are paid to supervise.

Span of Control- is the number of supervisors needed (supervisor: employee ratio) for appropriate control and oversight based on direct, group and cross-sectional relationships, which ensures balanced accountability and still allows for maximum productivity and initiative and innovation of lower level employees.

PERFORMANCE MANAGEMENT

Event driven as cross-sectional control point instead of being process driven longitudinally

Productivity of supervisor determines the parameters of subordinate’s Productivity as there are direct; group and cross-functional relationships

Clear job analysis factors which distinguishes between compensable and comparable worth of different jobs

Geographical Dispersion factors influence performance if there is no self-directed learning

Diseconomies of Scale where norms and standards are not clearly understood

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DG

DDG

CD/Dir

DD/ASD

Operator

EA

xValue indicators

Outcome indicators

Output indicators

Process indicators

Task indicators

Support indicators

Impact indicators

Admin & support

Strategy: policy & strategic direction, oversight and

leadership

Strategy: strategic management and leadership

Systemic improvement: standards, monitoring &

evaluation

Sustaining delivery: operational management & oversight

Optimizing results: projects, research, action &

implementation

Completing tasks: tasks and activities

Performer level Management Responsibility Areas

Dominant indicator types

KNOWLEDGE MANAGEMENT (KM)

SDOT Strategic plan 2012-2015 17

"Knowledge Management is the mechanism of enabling individuals, teams and entire organisations to collectively and systematically create, share and apply knowledge, to better achieve their objectives by improving services through innovative systems and processes"

“KM is the capabilities by which communities of practice or quality circles within an organisation capture the knowledge that is critical to them, constantly improve it and make it available in the most effective and practical manner to those who need it, so that they can exploit it creatively to add value as a normal part of their work"

KNOWLEDGE MANAGEMENT (KM)

SDOT Strategic plan 2012-2015 18

KM programs are typically tied to organisational objectives such as improved performance, competitive advantage, innovation, lessonslearnt and transferred (for example between projects) and the general development of collaborative practices.

KM is about codifying people and organisational learning throughmanaging knowledge assets; information and records

KM is about processes, methods and techniques KM is a holistic initiative across the entire organisation KM is about incremental performance improvement due to

increased know- how, and should be an integral part of every knowledge workers daily responsibilities

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2. Service Delivery Operating Platform

Step 1:Conduct Review with Stakeholder Depts

Implementing a Strategic Framework for SDOT

Step 2:Design Conceptual Framework for SDOTfocus areas

Step 3:Revise LegalFramework

Step 10:Annual Performance Review Report on Service Delivery

Step 4:Design Guidelines and Toolkits

Step 5:M&E and Impact Assessment Tools

Step 6:Annual Performance Plans

Step 9:AnnualSDOT ConsultativeConference

Step 8:SDOTSteering Committee

Step 7:Bi-annualReviews and Surveys

Legal and Political Mandate(WHAT and HOW)

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Input / output Service Delivery Value Chain

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3. Conceptual Framework for SDOT

Service Standards and SOPS

ENHANCING SERVICE DELIVERY THROUGH HIGH PERFORMANCE, DEDICATION and PRODUCTIVITY

SDI Plans and SDI Forums

Service Delivery Awards and SDIA

Capacity Assessment and Diagnostic tools

Business Process Mgt and Optimisation

Service Delivery Models

Service Charters and Rights

Knowledge &Information Management Strategy

SERVICE DELIVERY PLANNING &

IMPLEMENTATION

ORGANIZATIONAL DEVELOPMENT AND

ACCESS

CHANGE MANAGEMENT AND

BATHO PELE

COMMUNITY DEVELOPMENT AND

PARTICIPATION

Access and GIS for Service Delivery Points

Queue Mgt and Workflow Planning for Services

Joined-up Service Delivery Strategy

Organisational Restructuring and Design Tools

Job Evaluation, Grading and Post Provisioning System

Branding and Signage of Services

MO and Modernisation of the State 2025

Batho Pele Principles

Change Management Strategy

Productivity and Culture Change Mgt

Systems and Process Readiness Assessment for Change

BP Impact assessments and Learning Networks

Complaints Management and Call Centre Strategy

Induction and Orientation Programmes for SD

Citizen Participation Strategy and Citizen Care

Strategy for Integrated & inter-sectoral structures for

Participation

Capacity Development of Citizens for SDI

Promotion of Volunteerism to Enhance Service Delivery

Service Delivery Environment Mgt Strategy

4 KEY INITIATIVES FOR HIGH PERFORMANCE IN THE PUBLIC SERVICE THROUGH SERVICE DELIVERY

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10 CORE PRINCIPLES UNDERPINNING THE IMPLEMENTATION OF SDOT STRATEGY

LEGISLATIVE FRAMEWORKS AS A FOUNDATION

A VISION FOR SERVICE DELIVERY

AND ORGANISATIONAL TRANSFORMATION

An Efficient, Effective and Development Oriented Public Service

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Know Your Service Rights and Responsibility Strategy

Citizen Segmentation

Service Delivery Planning and

Implementation

Pro-cyclic Service Delivery and Organisational Transformation Delivery

Value Chain for the Public Service

Change Management

and Batho Pele

Community Development

and Participation

Organisational Development and Access

Pillar 1 Pillar 2 Pillar 3 Pillar 4

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4. Focus Areas

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PILLAR 1: SERVICE DELIVERY PLANNING AND IMPLEMENTATION

Operations Management Business Process Management and Optimisation Setting Service Standards Determining Unit Costing Standard Operating Procedures Service Charters Service Delivery Models Service Delivery Improvement Plans Service delivery Improvement forums

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PILLAR 1: SERVICE DELIVERY PLANNING AND IMPLEMENTATION

Service Delivery Improvement Forums (SDIF)

SDOT Steering Committee Knowledge & Information Management

Strategy Best Practice Case Studies Service Delivery Awards and APSD Service Delivery Impact and Capacity

Assessments using Diagnostic tools

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PILLAR 2: ORGANISATIONAL DEVELOPMENT AND ACCESS

Access Strategy and Citizen Segmentation Spatial Planning and Geographic Information System

(GIS) for Service Delivery Points Macro Organisation of the State Modernisation of the State 2025 Queue Management Systems Workflow Planning and Ergonomics Joined-up Service Delivery Strategy Organizational Restructuring and Design Tools Functional Analysis Branding and Signage of Services Job Evaluation, Grading and Post Provisioning System

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PILLAR 3: CHANGE MANAGEMENT AND BATHO PELE

Batho Pele Principles Orientation Programmes for Service Delivery best practice-

Khaedu Change Management Strategy: People, Systems and

Processes Productivity and Efficiency Management Workspace and Ergonomic Layout Culture and Organisational Behaviour Change Management Systems and Processes Readiness Assessment for Change BP Impact Assessments and Learning Networks Complaints and Compliments Management and Call Centre

Strategy Organisational Lifecycle and Maturity Management

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PILLAR 4 : COMMUNITY DEVELOPMENT AND PARTICIPATION

Citizen Participation Strategy Citizen Care and Link-up to Access Service Delivery

Points Strategy for Integrated & Inter-sectoral structures for

Participation Service Delivery Improvement Forums (SDIF) Capacity Development of Citizens for Service Delivery

Improvement Service Delivery Environment Management Strategy Know Your Service Rights and Responsibility Strategy Promotion of Volunteerism to Enhance Service Delivery Volunteerism

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THANK YOU

Access: Offering integrated service deliveryOpenness and Transparency: Creating a culture of collaboration

Consultation: Listening to customer problemsRedress: Apologizing when necessaryCourtesy: Service with a smile

Service standards: Anticipating customer needsInformation: Going beyond the call of dutyValue for money: Delivering solutions

Discussion