Service Delivery and Organisational Transformation Framework

26 March 2013Veronica Motalane

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1. Objectives & Context

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Objectives

1. Present an Overview & Context of the Service Delivery Planning Framework.

2. Unpack the building blocks of the value chain for Service Delivery and Organisational Transformation

3. The process and progress made since launch.

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Broad Overview & Context

The White Paper on Transforming Public Service Delivery put emphasis on how the public service should deal with the realities of transforming the delivery of public services.

It further outlined a clearly defined implementation strategy for organisational transformation by emphasing systems, procedures, attitudes and behaviour within the Public Service and reorients them to deliver quality services to all in the context of Batho Pele.

It maps out the process to be followed and mechanisms towards quality service delivery improvement.

Broad Overview & Context Although the fundamental ethos of placing people first has (to a

certain extent) been an integral part of the legislative processes followed, an enabling environment through regulatory frameworks not “always” translate to quality SD as some departments still struggle with the delivery of mandates & sustainable SD improvement.

Mostly battling with the basics, e.g. the inability in most cases to map out of services provided to ensure access, effective and efficient delivery to all.

Inconsistency/ outdated Service Charters (document clearly set out standard of services the citizens can expect from government).

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Broad Overview & Context

Quality and service standards have not always improved, despite massive increases in successive budgets (programmes deteriorated and/or unsustained).

In some instances lack of Access norms and standards which makes setting of improvement target extremely difficult.

Ineffective complains handling mechanisms that will provide redress for the aggrieved citizens.

Challenges remain Government’s machineries to deliver faster & smarter quality services to all.

Broad Overview & Context To sustain quality delivery to all Departments are supposed to (among

other things) develop and implement:

Strategic plans;

Integrated human resources plans;

Financial plans ;

Operational plans;

Service standards;

Service Delivery Improvement Plans; and

Monitor reporting and evaluation mechanisms. 7

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Broad Overview & Context

Despite progress made, Government still face significant challenges to deliver sustainable services to all.

Government under pressure to collaborate and co-ordinate its work towards efficiency and effectiveness in delivering quality services.

Increasing pressure from citizens for quality and excellent services.

The need to support Policy frameworks with institutionalized organisational performance & transformation.

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2. Why SDOT Framework?

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Why SDOT Framework

Need to strengthen and enhanced the understand of the

value chain regarding the improvement of service delivery

and organisational transformation in PS.

Service delivery and organisational transformation being

conducted outside national set framework; methodology;

norms & standards.

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Why SDOT Framework

Therefore:-

The vacuum developed as a results; promote non-sharing; comparing and/or replication of transformation practices between departments and spheres to optimize service delivery

The Integration between the four pillars mentioned does not take place to the full extent needed

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Policy Pathway

Constitution Act e.g. PSA Regulations e.g. PSR Determinations or Directives Policies Frameworks Guidelines Standard Operating Procedures Toolkits/Z-cards/Placemats

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3. Conceptual Framework for SDOT

Service Delivery & Organisational Transformation

Vision: An Efficient, Effective and Development orientated

Public Service. Support by the following the Four Pillars:

Pillar 1 Pillar 2 Pillar 3 Pillar 4

Service Delivery Planning and

Implementation

Organisational Development and Access

Change Management

and Batho Pele

Community Development

and Participation

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

1 2 3 4

Know Your Service Rights and Responsibility Strategy

Citizen Segmentation

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4. Focus Areas

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PILLAR 1: Service delivery Planning Institutionalising Service Delivery Models to determine on how departments

will deliver on their mandates.

Business Process Management and Optimisation: broad collection of

activities i.t.o identification, classification, documenting, measuring,

analyisng, etc, towards better delivery to service recipients.

Standard Operating Procedures determine specifications on the “when”,

“where” by “whom” and “how”. Setting Service Standards measure the extent to which objectives are met

and should be made public for all to judge.

Determining Unit Costing and thereby providing information about the cost of a particular service or product is critical towards efficiency and effectiveness

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PILLAR 1: Service Delivery Implementation Mechanisms Institutionalising of Service Delivery Charters.

Service Delivery Improvement Plans & Programmes.

SDOT Steering Committees & Improvement Forums.

Platforms: PS Month, APSD, SD learning Network.

Knowledge & Information Management Framework.

Service Delivery Impact Service Delivery & National PS Excellence Awards

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PILLAR 2: Integrated Access

Integrated Access provides:

Information to citizens/ service users:- information geographic system for

service point and services rendered;

Location & proximity:-Informing Service Delivery Planning by setting

geographic access norms & determining the best location of service points

i.t.o the demographics, demand for service, etc.

Citizens Segmentation:- service design & provisioning based on the needs

of the vulnerable groups.

Signage & Queue Management Systems to enhance access to service

points, speed up service processes whilst managing queues at the service

points.

PILLAR 2: ORGANISATIONAL DEVELOPMENT Macro Organisation of the State advice departments & public institutions

through: functional analysis for allocation of functions; Protocols for

establishment, disestablishment & merger within PS, etc.

Organizational Design provide OD advice to national & provincial depts on

OD policy, practice and instruments.

Conducting Organisational Functionality Assessments (OFA) to improve the

capacity and efficacy of the state by diagnosis and identifying areas of SD

Improvements.

Job Evaluation and Post Provisioning provide support to implementation of

job evaluation, job grading policies & system and post provisioning norms &

standards.

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PILLAR 3: Change Management Modernisation of the public service: Continuous improvement of PS i.t.o

people, systems, processes, structures & management policies.

Citizens Complaints and compliments Management provide systems for citizens to provide feedback; re-enforce redress principle to ensure good governance.

Change Management ensure consistent management of change within the public service informed by CM plans during transformational and/or transitional change.

Readiness for Change diagnostic helps to prepare departments forchange; better understand their capability to manage a change intervention in terms of complexity, organisational maturity and consensus and to inform the advice and guidance to departments on how to manage change intervention projects.

PILLAR 3: Batho Pele

Batho Pele Principles: CM Engagement Programme to enhance behavioural & culture change within PS.

Orientation Programmes for Service Delivery best practice-Khaedu: Induction & reorientation within PS is at appropriate and correct levels & strengthening SMS deployment through Khaedu Programme.

Productivity and Efficiency Management:- development of PS productivity Framework.

BP Learning Network

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PILLAR 4 : Community Development & Participation

Community Development: promotion of integrated service delivery by linking the population to services; through better collaboration & coordination within the PS

Citizen Engagement & Public Participation: consultation & interaction of government and citizens through various mechanisms (e.g. SDIFs).

Social Cohesion to empower citizens to be self reliant & take charge of own development and Promotion of Volunteerism to Enhance Service Delivery.

Know Your Service Rights and Responsibility: empowering citizens about different services of governments and their rights and responsibilities in this regard.

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5. Implementation Progress

Implementation

Follow-up workshops and engagements to solicit further inputs/comments on SDOT framework and & ToRs of envisaged coordinating mechanisms including.

NSDOT steering committees aimed at enhancing and institutionalising the culture of documenting, monitoring, reporting learning, sharing, replicating, of best practices within the public service to ensure better life.

The steering committee mechanism shall provide vertical and horizontal platforms and opportunities for continuous interaction, engagement and sharing within the context of SD value chain.

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Implementation (Cont…)

Inputs used to update/improve on the value chain and logical flow and the framework in general.

Proposals on functional areas for participation in the NSDOT, PSDOT and SDIFs to ensure meaningful inputs and value-add; Strengthening of the ToRs for committees.

Developed indicators (further inputs from commissions)

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Conclusion Note the progress made thus far.

Further inputs/comments; consolidate the document with implementation plan and indicators.

Take the documentation for consideration; recommendations and approval by relevant structures.

Fast-track the institutionalisation of the NSDOT, PSDOT and SDIFs mechanisms to enhance efficiency and effectiveness. Provide a meeting schedule to ensure effective planning, implementation and monitoring.

Your participation and inputs during plenary and commissions – critical & valuable.

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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