2.6 The New Public Management and Public Works
2.6.2 The White Paper on Transforming Public Service Delivery
The White Paper on Transforming Public Service Delivery (the Batho Pele White Paper, 1997) introduced Batho Pele as a turn-around strategy for improving service delivery in the public sector. The Batho Pele policy framework embraces the principles outlined in Table 2.4 which guide service delivery.
Table 2.4: The Batho Pele Principles Batho Pele
Principle
Description Department of Public Works’
Commitments (DPW Commitment Charter, 2010-2013: 6-7)
Consultation and Service
Standards
Citizens should be consulted about the level and quality of the services they receive and, wherever possible, should be given a choice about the services that are offered.
Citizens should be told what level and quality of services they will receive so that they are aware of what to expect.
Conducting a customer satisfaction survey annually;
Conducting Operation Shonaphansi throughout the Department;
Engaging in Izimbizo, Summits and stakeholder forums;
Media (press releases and radio talk shows); and
Making suggestion boxes available in all offices.
Access All citizens should have equal access to the services to which they are entitled.
Accessibility of offices to physically challenged citizens;
Department’s Web-site to be continuously updated;
Usage of simple and understandable language;
Existence of Public Works’ offices in all District Municipalities;
Visible information signs; and
A visible organogram and management structure of each office.
Courtesy Citizens should be treated with courtesy and consideration.
Citizens to be greeted in a friendly manner;
All staff to be identified by name-tags at all times;
Provision of customer-care training that includes Batho Pele, the KZN Citizens’ Charter and telephone etiquette to all front-line staff;
Establishment of help desks; and Courtesy Code of Conduct to be developed and implemented.
Information Citizens should be given full, accurate information about the public services they are entitled to.
Services rendered to be displayed in all offices;
Outcomes of the Customer Care Assessment Survey to be made available;
An induction programme to be conducted for all newly appointed employees;
Information on departmental programmes to be available on the website, brochures and newsletters;
and
Budget speech and annual report to be made available.
Openness and transformation
Citizens should be told how national and provincial departments are run, how much they cost, and who is in charge.
Details of the department’s location, contact person and senior management to be available;
The Annual Report and Budget Speech to be accessible to the general public;
Regular meetings to be held with clients, employees and stakeholders;
and
Availability of the fraud and corruption hotline number to report fraud, corruption and maladministration.
Redress and handling of complaints
If the promised standard of services is not delivered, citizens should be offered an apology, a full explanation and a speedy and effective remedy; when complaints are lodged, citizens should receive a sympathetic, positive response.
The department respects the right of citizens to complain if services are poor or unsatisfactory;
Citizens may write to or contact Public Works’ offices;
Telephone complaints will be dealt with in a polite manner.
The department undertakes to investigate and respond to complaints within 21 days of receipt.
A general complaints procedure to be developed and adhered to.
Value for money Public services should be provided economically and efficiently in order to give citizens the best possible value for money.
Simplify systems, processes and procedures to eliminate wastage and inefficiency;
Apply the Employee Performance Management and Development Systems to enhance productivity at all levels;
Identify financial risks areas and manage them effectively;
Strengthen management and control to prevent fraud, corruption and mal- administration; and
Ensure compliance with the Public Financial Management Act (PFMA).
Empowerment, leadership and strategic direction
Citizens are empowered in order to be useful to their country.
Leaders set direction and lead by example. Leaders are responsible for creating the right environment which encourages creativity and innovation.
Good leaders empower their people to work together, plan together
Managers will lead by example and will endeavour to ensure that the vision, mission and goals are articulated and embraced by all, by implementing the following:
All senior management service personnel will incorporate the Batho Pele principles in their performance contract.
Monthly meetings will be held to monitor the progress for feedback purposes.
The EPMDS be implemented effectively and efficiently for all staff.
and reach the targets and goals together.
A service delivery improvement plan, in line with strategic objectives to be developed and reviewed annually.
Service Delivery
Impact or
Customer Impact
Public services are rendered in such a way that they have a positive impact on the lives of all citizens of South Africa.
The department shall endeavour to assess the impact of services annually and ascertain whether the specified objectives are achieved through:
Monthly reporting and Midterm Reviews.
Evaluate the performance of staff at all levels as per EPMDS policy.
Monitoring and Evaluation Directorate to measure effectiveness of the department.
Encouraging innovation and rewarding
excellence
Systems must be in place to recognize staff for their contributions towards improved service delivery.
Conducive environment to service delivery must be created and staff must be encouraged to contribute to the improvement of service delivery.
The department will:
Recognize and reward officials who are loyal, committed, creative and dedicated;
Encourage innovation and new ideas to improve systems, processes and procedures; and
Ensure that Departmental Service Excellence Awards, Chief Directorates Awards, Regional Service Excellence Awards are taking place.
Source: Batho Pele White Paper (1997:9) and DPW Commitment Charter (2010-2013:6-7).
It is important to note that the two sets of principles (NPM Principles: Table 2.3 and Batho Pele Principles: Table 2.4) speak to each other, with the latter representing the public sector transformation policy framework (Batho Pele White Paper, 1997:9). Thus, it may be assumed that the Batho Pele Principles were derived from NPM principles to ensure the transformation of the public sector in line with the NPM. All public managers and officials have the important task of putting the Batho Pele Principles into practice. This study will examine whether the EPWP Programme is implemented and managed in line with the Batho Pele Principles to ensure transformed services to communities (the EPWP beneficiaries), as these principles are part of the core values and Commitment Charter of the Department of Public Works. The Commitment Charter is an official document that commits the Department to implement Batho Pele Principles and to ensure compliance by all departmental staff.
Table 2.4 therefore displays a clear relationship between Batho Pele Principles and the DPW Commitment Charter. It further indicates departmental strategies to implement the Batho Pele Principles.