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UGU DISTRICT MUNICIPALITY
Embracing Batho Pele as an integral part of Municipal Business
A Case Study
The 7th Batho Pele Learning Network 2008
Dr MJ Ngesi
Senior Manager: Strategy and Shared Services
CONTENTBackgroundProblem formulationStrategic interventionImpact and results of interventionLessons learntConclusion
BACKGROUNDUGU DM is one of the 10 districts in KZN, and has SIX Local Municipalities under it;It has about 738 504 population;84% of it is rural with a lot of spatial inequalities;The Key Service provided is basic water and sanitation.
BACKGROUND (Cont.)As one the three spheres of government Ugu DM is required by legislation to implement Batho Pele to improve service delivery and transformation of service:The Constitution of the Republic of South Africa of 1996; Section 32 of the Constitution provides for the universal right of access to information held by the State to facilitate the exercise or protection of any right by citizens. e.g. the right to access Public services in an equitable, convenient and cost‐effective manner;
The White Paper on the Transformation of the Public Service of 1995 (WPTPS); These legislative frameworks, compel all spheres of government to align their service delivery mandates and service delivery improvement plans with the overall service delivery priorities of the government based on the needs of the citizens.They further call for the setting up of service standards, defining outputs and targets, and benchmarking performance indicators against international standards;Consequently dpsa team under the leadership of Dick conducted workshop for Ugu and Sisonke families of municipalities to enable them to roll out BPCMEP.
PROBLEM FORMULATION
HR terminations
0%
2%
4%
6%
8%
10%
12%
14%
Resignation Deceased Boarding
Internal from HR Reports
Staff Complaints
Demanding and inconsiderate supervisors; Supervisors whose interactions with staff were not empowering, but instead frustrating; Managers who instil fear in employees, and thus become unapproachable and not supportive; Workplace that was discriminating, upsetting, and very stressful;Where you have to tear yourself up for the blood to be pulled and taken out of you.
Staff Complaints continue
A very frustrating workplace because what you do is not acknowledged and appreciated, and therefore you are not praised for it;A boring workplace where employees were treated like strangers;Where mistakes are punishable without any consultation.
The Problem is with the Back OfficeThere was a case where a customer asked for a refund. He was told that it takes 4‐8 weeks for a refund.He returned after eight weeks, very irate, to ask about the delay. The frontline official went to investigate the cause of the delay in the back office. She was told that "they are busy with other things, signing that cheque is not a priority". She was also not advised when the cheque would be ready, “as there are other important things to be done.”When she came back she was so scared to talk to the customer and she asked me "where is Batho Pele" at the back office if they have to put up with such poor service.
TortoiseInefficient
“Don’t care attitude”Slow
DonkeySlow
Elephant“Slow service”Bureaucracy
Stubborn Lots of Bulk
COMPLAINTS FROM COMMUNITIESPoor service where customers wait for too long without being served; Dissatisfaction with water quality and lack of water; Trucks that deliver water not doing it regularly;Burst pipes that are not attended to immediately; Distant pipes hence walking long distances to fetch water;Lack of development such as roads and houses;Municipal buildings physically unfriendly.
STRATEGIC INTERVENTIONBatho Pele (BP) Implementation PlanPRINCIPLE STRATEGY PROCONSULTATION Communicate BP change management
concept to extended top management, top management and EXCO through a presentation;
Mainstream Batho Pele principles through budget road shows/ izimbizo/ public meetings;
Cascade BP principles to all staffBP principles to be included in
orientation workshops;Customer/staff survey annually
PRINCIPLE STRATEGY PRO
REDRESS Design template/form for suggestion boxes and have clear instructions for usage and encourage clients to make use thereof;
Review suggestion boxes and inform clients/staff about purpose of the boxes;
Collect boxes weekly, capture data and refer complaints to relevant GM;
Acknowledge receipt within 14 working days.
PRINCIPLE STRATEGY PROACCESS Update internet website;
Procure and acquire appropriate sign boards indicating office location;Facilitate launch of intranet site;Establish a toll‐free help line in all
satellite offices;Offices to be made disability friendly
PRINCIPLE STRATEGY PRO
COURTESY Ongoing exposure of staff to training on customer care and emotional intelligence workshops;Name tags for front line staff;Change staff attitudes through
exposure to Batho Pele training workshops.
PRINCIPLE STRATEGY PRO
OPENNESS & TRANSPARENCY
Inform public of Heads of Department;Distribution of annual reports to the
public; Distribute Ugu news to staff and
public;Communicate any
developments/changes to staff at monthly staff meetings;Inform clients and staff on all policies,
procedures, budget changes.
PRINCIPLE STRATEGY PRO
INFORMATION Launch intranet site;Update internet website regularly;Continue with radio slots – Ukhozi
and Sunny South;Distribute internal and external
newsletters – quarterly.
PRINCIPLE STRATEGY PRO
SERVICE STANDARDS
VALUE FOR MONEY
Develop a service standard manual and distribute to all different departments;
Communicate service standards to public through Ugu news
Enforce expenditure controls;Arrange a workshop with all staff and
procurement component to agree on an acceptable procedure;
Improve change processes – internal and external.
STAFF DEVELOPMENT AND TRAINING ON BP
Training initially targeted frontline staff and supervisors;Frontline staff sent open ended projective questionnaire to assess their conscious and subconscious needs;Training programme was packaged accordingly and training based on identified needs.
• Subconscious mind•Persona •Shadow
•Animus/Anima•Transference
• Past experience
Organizational Behaviour Organizational Behaviour Work behavior
Work behavior sym
ptoms
symptom
sroot causesroot causes
•• FearFear•• AggressionAggression•• Insecurity Insecurity •• Frustration Frustration
••AngerAnger
•• poor people skillspoor people skills•• Conflicts and tensionsConflicts and tensions
•• Rudeness Rudeness •• MiscommunicationMiscommunication•• Misinterpretation Misinterpretation
•• DistortionsDistortions
CONSULTATION REGISTER
IDP/Budget Input
Management/operation matters
Responsible department
Action Taken Ward no. Feedback Given by
MPCC Ward 1 Cllr TL Cele
200 VIP toilets for Mehlomnyama area
Ward 5 Cllr MJ Mkhize
Attend to faulty standpipes
Water Services & IED
Standpipes fixed and checked by Technical Officer
Ward 6 Cllr GM Mchunu
Assistance for
IED Meeting scheduled
Ward 4 Cllr PZ Nkomo
BATHO PELE FLAGSHIP PROJECTS
Municipal Service WeekThe Municipal Service Work was implemented to: Expose Top and middle managers to service delivery challenges by deploying them to the coalface of service delivery; Identify frontline challenges and develop plans for corrective action; and Encourage Senior Managers of all Municipalities to interface with the citizens;Take some EXCO members to some service sites for observation.
BP Flagship projects cont.Know Your Service Rights CampaignThe Know Your Service Rights Campaign was implemented:To promote awareness on citizens’ rights with regards to the level of Municipal services they receive as well as educating them on appropriate actions to take when such rights are infringed on; To exert positive pressure on the Municipality and its officials with the intention of fostering a people and service‐centric culture that elicits requisite behaviour and attitude; To emphasise the need to strengthen partnerships between the people and the Municipality in service delivery, thereby ensuring citizen participation.
SERVICE DELIVERY IMPROVEMENT PLAN
The SDIP was developed in 2007/2008 and reviewed in 2008/2009 financial;It has budget allocated to it;It is escalated to the performance contracts of every section 57 employee, hence it is in all departmental scorecards;Bi‐monthly reviews are conducted to monitor the implementation of the SDIP;Departmental awards, in terms of PMS policy, will be given to the best department in implementing SDIP.
Public AccoladesI would like to congratulate the following employees Mrs. Sidaki, Mrs. Ncama, Mrs. Msomi and Dr. Mabuyi Mnguni. Their standard of service is very high; they take care of us the NGOs they respond quickly. We request that they get promotion until they are at Parliament because they are hard workers. We, Masakhane Organization have grown although we do not have our own buildings because they encourage us. Forward our heroes! The Municipality can increase help to those who are disadvantaged due to the virus( Sbusiso Graham Mtshali Private Bag X38366Izingolweni 4260072 782 4274).
Public Accolades ContinuesThis is an appraisal. I’ve been having water problem for six months not getting help. In January I was help by a child with good manner of approach, who listened when I reveal my problem. Stating that I’ve been reporting often. The child gave me the reference number of 02/01/024/TM and the problem was solved and we got water properly. This child bothered to phone and find out if we were satisfied. Thank you very much. Although I have forgotten the surname but the name is Thabile (N.E. Tembe MbayimbayiLocation‐MurchisonOffice: 10188743039 687 7428).
Public Accolades continuesI was once sick in a way that I was referred to one of Ugu offices where I was going to get a person to advise me what to do when things are in this situation. I would like to thank a lady who welcomed me with overwhelming love her name is Mrs. N Mkhize. She counseled me with great patience and love. I even decided to go to the hospital after being traditionally medicated. I would like to pass my sincere thank and gratitude to Mrs. Mkhize. I say long live Mrs Mkhize in your care about the people. The fact that I’m still alive is because of you. Thank you may God bless you.
Increase of complaints positiveIn July 2007, only 44 Service Delivery Complaints were received;
It escalated in November, when 148 complaints were received;
By June 2008, service delivery complaints dropped to 130, mainly access, courtesy, information, consultation and openness.
Impact of Know your rights campaign and BPCMEP Training
0
5
10
15
20
25
30
35
40
45
July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June
Access
Courtesy
Consultation
Information
Openness
Best Value
Impact of Municipal Service weekManagement insight of work dynamics on the ground and thus influencing policy formulation such as overtime for the VTS employees and fleet management;Moving away from top down approach to bottom up;MSW welcome by employees as positive to building relationship with top management;It was shock therapy to participated managers on realising that they knew very little on what is happening on the ground;
Impact of MSW continuesConsultation with the staff and wider community is beginning to contribute towards a credible IDP;The public is very responsive to change, hence many compliments received from the Public.
Recognition by DPSAWhen DPSA embarked on Phase 2 of the rollout of the qualitative BP programme, Ugu was voted as one of the four municipalities in the country which showed an initiative and evidence of the implementation of the programme. Consequently Ugu DM has participated during the DVD footage which was captured and to be used as a case study and benchmark for all other municipalities in South Africa.
LESSONS LEARNTFor the programme to take off and succeed, it must be located in the Municipal Manager’s office, and fully supported by Top Management;A Visionary Municipal Manager is central to success;BP is not just about service with a smile, but concrete service delivery;Know your Rights Campaign may make things get worse, hence Top management were skeptical about it; It helps to start with your internal customers (staff) first to prepare them for facing irate external customers
Lessons learnt continuesSome employees and people are not easily receptive to changeMSW and Know your Rights Campaign revealed to us that there was a big gap between top management and employees and Head office and satellite offices;, it was unveiled that policies developed without proper consultation were not effective
CONCLUSIONBatho Pele is a continuous service delivery and customer care. It is about our commitment and values of ubuntu and change of attitude towards our people. This change and customer care begin with an individual and spread to others at home, at work and into the whole world. Let us all work together as South Africans, and strive to enhance our performance and work ethics, to reach the world class standards, by putting People First.