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7th BATHO PELE LEARNING NETWORK

SUMMARY OF THE OUTCOMES OF THE BP LEARNING NETWORK

10 – 12 NOVEMBER 2008PORT ELIZABETH

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The theme for the 2008 BPLN

“Mainstreaming and institutionalising Batho Pele to promote the desired Public Service culture of Togetherness, Ubuntu”.

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SCENE SETTING (Hon. M Sogoni & Prof. R Levin) KEY ISSUES/ MESSAGES

- Objectives of BPLN* Encourage a culture of business unusual* Share practical tools & techniques* Examine blockages on implementation of BP- id and propose relevant solutions* Role of leadership in BP implementation- Key issues * Learning is an integral part of a public service* Public service biggest challenge is “How do we put people first”* For the first time, this Learning Session has been organised integratedly with all three spheres of govt* Lesson must be drawn from both successful and failed projects

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SCENE SETTING (Hon. M Sogoni & Prof. R Levin)

- Reflections on previous BPLN* Need for strategic guideline for BP coordinators - launched* Compulsory induction and orientation prog to instill BP organisational culture – PALAMA* BP principles integrated into SMS PAs – to enforce compliance* Initiatives such as case studies show cased indicates that govt is moving from red tape to smart tape (re-engineering our processes & systems for improved SD

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KEY NOTE ADDRESS – Hon. MR Baloyi: MPSA

- Have a honour to participate in the BP policy, firstly as part of the oversight body and now its champion- Reminded all about the BP principles* Citizens should not be left behind in the implementation of the BP policy* An informed civil society is an empowered civil society * BP set the minimum standards for service delivery* Assisting other organs of state to deliver services the BP way* Institutionalization of BP becomes a necessity and not a nice to have/ or optional, therefore policy of BP should be upheld and complied with - Minister’s vision is to have the 8th BPLN NGO driven (on how they understand BP, view it and lessons learnt.- At this session govt we’ll be invited with the civil society driving this process

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SCENE SETTING

- Govt as an institution impacts on the lives of citizens than any other institution – How do we account to people?- Creating and environment* Integrating multiple channel and strengthening back office support* Elimination of ineffective, confusing and paper driven processes and systems * Continuously empower public servants * Ensuring improved conditions of service for public servants Promoting collaboration* Well informed decision making* Accountability* Provision of 24hr one stop services - citizens will have quick and efficient and quality services* Gov introduced binding contracting system, which forms the basis for development and improvement- Putting more emphasis on monitoring & integrity within the public service

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Mr M Diphofa: Leadership accountability in the implementation of BP

- Role of leadership – go beyond the BP principles and catch phrases- BP is our responsibility as a collective, and not just the frontline staffLeaders should be able to hold and be held accountable for BP implementationTypes of accountabilities ( admin accountability, social accountability) Focus on basics such as: integrity, results, direction, & capabilityIs BP well understood/ shared understanding? No - BP Coordinators should be more than that events organisers, as these are just enablers, we also need to go beyond facilitation- Is public participation only left to political principles – what about depts?

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Mr J Koster: Infrastructure Delivery Improvement Programme- A partnership programme (govt & DBSA)- To increase spending on infrastructure, but using funding effectively and efficientlyIDIP Programme Cycle: Study of Gov, Pilot, Assessment and design, Inception, Implementation and Exit - Lesson learnt - High-level buy in- Capacity building - Common understanding amongst programme partners- Balancing operational and strategic support- Map existing and preferred process- align strategic priorities, infrastructure plans and MTEF budgets- Link recruitment, training and skills transfer to the functions and competencies

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Mr Selaelo Makgatho: Mainstreaming Disability matters within BP-Highlights challenges around the principles of access and courtesy - Emphasis is on the rights of people with disability as enshrined in the Con of SA, and other legislative frameworks - Challenges* Negative stereotypes and attitudes* Lack of consultation* Poor knowledge on disability management by public servants & society as a whole* Limited/ no physical access and knowledge and use of sign language- Going forward* Creating awareness* Training public servants on sign language & disability management* Availability of appropriate support resources, e.g. braille * Strict monitoring of compliance* Popularising WP on An Integrated National Disability Strategy, 1997 within the public service

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Dr Justice Ngesi: Corporate Services and Shared Services- UGU District 84% rural- Strategies * Public consultation & participation* Staff dev & training- Examples of BP flagship projects* Interventions were guide by BP principles* projects include KYSR, MSW, SDIP- Summary of impact* Improved access to munic services* Responsive complaints management- Lessons learnt* Top management buy-in* Value own staff and empower them to be responsive to the clients’ needs

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Ms F Arosi: Case Flow Management

- Office of the Family Adv.* Families involved in court cases* Given the nature of these cases, it is vital that they are resolved quickly to minimise the effects of trauma- Challenges* Vast area with poor infrastructure* 3 family Adv. – experience a high case load* Manual recording & monitoring* Poor turn around times- Solution* Dev a electronic case management tool – excel spreadsheet with a built-in early warning system* System updated continuously- Achievements * Rated as one of the top 3 companies in PE – service status improved from gold to platinum* Won the CPSI innovator of the year award

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Mr L Tsipane: Khaedu Impl Realities - Came about as a result of the 2003 survey conducted on the effective implementation of BP - Khaedu (action learning) prog (classroom & coalface deployment)

* It’s one of the interventions of deepening BP Change Engage Management Programme - Key lessons* Buy-in at the highest level* Increased number of deployments at coal face e.g. Limpopo x 4* Common process deficiencies e.g. core, support & management processes* Delegation/ organisational deficiencies * people/ change management deficiencies

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Mr S Mosai: Status of Public Service Performance

- Productivity study commissioned by DPSA- Some of the depts targeted include: SAPS, DHA, DSD- Reasons why public sector productivity is vital:

* major employer * major provider of services (economy & social)* consumer of tax resources

* To address issues of value for money * To improve performance & productive within the public sector Current status* No clear productivity measuring mechanisms (KPIs) * Reliance on annual reports with little or no info on impact- Issues for consideration* links between productivity & remuneration* how state machinery hinders or enhance sd* availability of performance indicators* promotion of performance culture, etc

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Dr S Mohlokoane: PALAMA- Reconstitution* To consolidate public service training* Public service customized training and impactful- Strategies* Partnership with govt depts* Collaborations with institutions of higher learning* Research* Active participation of stakeholders- Overview of activities* Executive Development* Provider Mobilisation – for JMMS- Training and Coordination- Business Development- International and Special Projects

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Mr E Paulus: Partnerships with Civil Society – Black Sash

- A human rights ngo* Seeks to address issues of courtesy & access to variety of services (e.g.social security* Affirming partnership between civil society & govt, consumer protection) - Strategies* Rights education* Advocacy & advice giving- Critical success factors* Decentralisation* Civil society participation & deeper understanding of policies & issues* Better coordination through inter-governmental relations* Institutional capabilities * Linkages between spatial planning & services

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Ms Mbali Simelane: Pongola Truck Stop Wellness Centre- An initiative by the Itshelejuba Hosp. along the N2 highway- Why? Inaccessibility of health services to truck drivers & commercial sexual workers- Process* Intensive consultations with the affected citizens (questionnaires & interviews) to id the required services* These services were prioritised* Continuous feedback to stakeholders & role players* Strengthening the intersectoral coordination- Successes: Access to identified services, Prevention, HAST Management and support programmes - Lessons* Team approach* More can be done with less resources* Commitment & buy-in by leadership

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Dr R Cooke: Madweleni HIV Wellness & ARV Prog (highly rural area)

* Case study seeks to address issues of access to health services* Contributing factors: Topography, HR shortage improvised community and lack of and expensive transport * Cornerstones of the model- VCT outreach (social welfare pay points, traditional leaders’, empty huts/ houses as testing sites)- Wellness programmers and support groups* PMTCT Model* In-Patient Model* OVC MODEL, focusing on children * Critical success factors to these models i.e. System Support and Community Participation, strategic development and management

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Mr Pringle Mhlabane: Community Based Rehab Prog

- Prog initiated in 1997 as a partnership between Mpu-Health and DPSA* Its aim is alleviate poverty, provide peer support and skills dev- Critical success factors* Legal SLA* formal structure* Intersectoral collaboration- Some of the achievements* Created employment for 33* Established a wide network of contacts in edu, welfare, paralegal etc* 14 110 accessed peer counseling* 11 298 accessed assistive devices- Way forward * Formalising the training prog through NQF accreditation

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Ms K Kgopa: Toronto Primary School

- Case study is about dealing with issues of poverty, climate change, food security and curriculum* Amongst other programmes the school introduced environmental education following Permaculture method. * Focusing on greening, gardening, climate change and energy* It involved multiple stakeholders, e.g. govt, community, private and NGOs - Proceeds from these projects and awards assisted in paying school fees and providing food for poor learners, as well as enhancing ICT resources

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Mr D Bvuma: BP Change Management Engagement Prog

- BPCMEP initiated in 2004* Focus is on deepening the understanding of BP through re-orientation, changing mindset and work culture – focuses on both front & back office ops* Has 3 phase (national & provincial; local govt & impact assessment)- Progress to date* Phase I completed* Phase 2 ongoing – target of 100 munics set, with 97% already been trained * Phase 3 commenced - impact study focusing on departments trained btw 2005 and 2007 - Way forward* M&E strategy currently being rolled out* Roadshows to capacitate the BP Coordinators

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Mr Mandla Msomi: Nerve Centre - Electronic tracking and monitoring systemwhich is centralised* Web-based & includes a mobile unit* Has a business intelligence capability- Some of the advantages * To reliably predict trends* Make recommendations on strategic interventions to improve SD* Enables an integrated development planning (IDP) and the PGDS- Data integrity* Work closely with CSIR, STATSA to clean their data & other acclaimed institutions

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Mr B Nelana: Customer Care Business: Dept of Social Development

* At a strategic level the model focused on 3 key areas; delivery channels, enabling technology, service excellence- The aim was to reposition the department as an effective, responsive and people friendly department * Key features of the model included: service standards, quality service, customer experience - Deals with both the back and front ends of service delivery* Interventions to realise the model- customer service handbook- services standard programme- redesign SD sites to improve access

- service support programme to ensure sustainability

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THANK YOU !!!