Unit Five

Public Service
Delivery and Change
Management
1
 Guiding Questions
• What is public service delivery?
• What are the steps to improve
public service delivery?
• What is citizen-centered service
delivery?

2
 Contents

• Definition of Public Service Delivery

• Elements of Public Service Delivery
• Improving Public Service Delivery
• Citizen-Centered Service Delivery

3
 Definition of service delivery
• Public service is
• a service provided by the government to
people living within its jurisdiction, either
directly or indirectly.
• Public service delivery includes those activities of
government institutions aimed at:
- satisfying the need and wants of citizens,
- ensuring the well being of society, and
- enforcing laws, regulations and directives of the
government. (e.g., police, defense)
4
 Definition…
• Public Service delivery a systematic methods
whereby activities are arranged so that the
service recipients can get the services they need
in an effective, efficient, transparent and
equitable manner.
• the government institutions/agencies deliver
services by using different inputs, and carries
out these inputs through a process of
transformation to get the outputs.

5
 Definition…
Inputs Transformation Output
• Finance • Equipment • Treatment
• Time • Knowledge of People • Advice
• Strategy • Systems • Peace of
• Processes • Time mind
• Systems • Infrastructure • Comfort
• Assets • Others • Security
• Materials • Healthier
•
• Infrastructure patient
• People • Others
• Training
• Procedures
• Patients
• Others

6
 Characteristics of PSD
• Public services have unique characteristics that
makes them different from private service, such
as:
– They are provided using tax payers money
– Target a significant proportion of the citizenry
– They are mostly merit goods
– Public services are basic goods
– are the results of group efforts
– Outputs are hard to measure
– Observed during processes
– difficult to set standards to measure 7
 Principles/elements of PSD
– Identify and understand your customers
– Building customer service strategy that
considers citizens expectation and needs
– Recruit and manage the right people
– Service standards that are measurable and
communicated to customers
– Shape policy and practice with customers, all
concerned stakeholders, experts, CSOs…

8
 Discussion questions
• Discuss the problems and
drawbacks of the Ethiopian
public institutions in
delivering services to
citizens.
9
 Improving PSD
Steps:
1. Identify customers
2. Needs assessment
3. Baseline - information about current status of SD of our
organization.
4. Gap analysis for service improvement – comparing the DD of
customers our current status of SD
5. Set standards – time, cost, quantity, quality
6. Gear up for the service delivery - taking all the necessary
preparations to provide the service as the set standards
7. Announce service standards
8. Monitor the service delivered against the standards – see the
gap and take corrective actions
10
 Discussion
• How do you evaluate the
practices of PSD in Ethiopia in
line with the steps discussed in
the previous slide?

11
 Citizen-Centered Service Delivery(CCSD)
• In Ethiopia - significant gap between citizen
expectation and what they get.
– “How can the public sectors improve their
services to cope with expectations?”
– What major factors we need to consider?
– Answering this questions led us to the concept of
citizen-centered service delivery.
– CCSD is incorporating citizens’ concerns and
interests at every stages, design and delivery
– It considers citizens need and perspectives
than organizational perspectives
12
 Citizen-Centered Service Delivery…
• Measures to be taken to make PS more customer-
centered – based on South Africa’s Batho Pele (Citizen
first) principles:
– Consultation – needs and expectations, priority,
standards
– Setting service standards - setting indicators to
measure input, process, outputs, outcomes,
impacts
– Access - equal access for the disables, those in rural
areas
– Courtesy – giving services in good manner – respect
– Information – giving full & accurate information
about SD 13
 Citizen-Centered Service Delivery…
• South Africa’s Batho Pele (Citizen first)
principles:…
– Openness – users have the right to see how
public institutions operate which is operated
with tax they pay
– Redress – apologies to be asked remedies for
unfulfilled promises
– Value for money – giving services
economically and efficiently
– Transparency - get access to information
about what, why, how… 14
 Discussion Questions
• Are the Ethiopian public sector
organizations giving a focus for Citizen-
Centered Service Delivery?
• Evaluate the service delivered by the
Ethiopian public organizations based on
the South Africa’s Batho Pele (Citizen
first) principles.

15
 Five–Drivers of SD Improvement
(SERVEQUAL)

• In order of importance, the five

drivers set by citizens’ first are:
– Timeliness
– Knowledge, competence of staff
– Courtesy, comfort
– Fairness
– Outcome
16
 Measuring customer satisfaction
• The internal and external variables of
the service delivery process that should
be measured are:
– Client expectations
– Perceptions of service experience
– Level of importance
– Level of satisfaction
– Priorities for improvement
17
 The citizen’s charter
• The citizen's charter is a policy
statement about relationship
with customers.
– Customers/citizens- rights
– Responsibilities of citizens

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Customers/Citizens - Rights
– Right of ethical conduct
– The right to obtain access to personal
information
– The right to obtain access to official
information
– The right to obtain reasons for official
decisions
– The right to procedural fairness
– The right of protected disclosure of
official wrongdoing
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 Responsibilities of Citizens
–To comply with the law
–To comply with the reasonable procedural requirements of
the body
–To provide reasonable proof of their identity
–To provide reasonable proof of any claim, entitlement
–To refrain from encouraging a civil servant or public official to
act corruptly or unlawfully
– To refrain from deceptive, dishonest or fraudulent conduct
– To refrain from making frivolous/ vexatious or unserious
complaints
– To give an honest account of their official dealings with civil
servant, public official
20
 Fundamentals of
Change Management

21
 Guiding Questions

• What is change? And change

management?
• Why change?
• How to manage change?

22
 Contents

1.Definition of Change and change

management
2. Purpose of Change
3. Change Management Models

23
 Definition of Change
• Change is the process of alteration or transformation that
individuals, groups and organizations undergo in response to
internal and external factors.
• Organizational Change refers to "the movement of an
organization away from its present state towards some
desired future state to increase its effectiveness” (Broome:
1998).

Present How? Future

• Change management is the process of planning, directing and

controlling all activities involved in a state of change to
ensure that change programs meet preset objectives and
goals. 24
 Purpose of Change
• Why change is important to
organizations?
– Environmental change
– To meet changing customer needs
– To meet changing market conditions
– To respond to internal pressures
– To take advantages of new
opportunities
25
 Effectiveness of Change

•Not all changes are actually effective.

•Change is achieved when:
–the organization is moved from a less
desired state to a more desired one;
and the indicators for this are:
–Organization meets planned expectation
–No undue costs to the organization
–No undue costs to the individuals
26
 Why Change programs fail?

•Two-thirds of all organizational changes fail. Common

reasons include:
–lack of commitment from the top
–Change overload
–lack of incentives tied to the change initiative
–Lack of training
–Communication breakdown
–Lack of space and support
–Unclear objectives
–Lack of performance measures, and
–Underestimating emotions
27
 Targets for Organizational Change
• The five major areas of change include:
– Strategy – develop new visions, missions,
strategic plans
– Structure – add a new department or division,
or consolidate two existing ones
– People – replace a person or change
knowledge, skills, attitudes, or behaviors
– Technology – upgrade a data processing system
– Management –encourage participation by
those involved in solution of problems
 Approaches or Strategies for
Organization Change

• The planned changes are sought

through the following three
Strategies/Approaches:
– Structural changes
– Technological changes
– Value centered changes
 3. Models of Change
Kurt Lewin has proposed two models of change in
1951. These are:
1. Force field analysis
– By force field analysis, we have three step
change process which involves an interplay of
multiple opposing forces.
– These forces are:
• driving forces,
• restraining forces and
• the role of change manager in the interaction
between these two forces (interaction management).
30
 Models of Change…

Driving Restraining
Interaction
Forces forces
Mgt.

31
Force field analysis

32
 Models of Change…

•The steps of change as put forward in the Force field analysis are:
–The first step is identifying and analyzing driving & restraining
forces.
–The second step is assessing which forces are critical.
–The third and foremost important step is increasing the critical
driving forces and decreasing the critical restraining forces.

33
 Models of Change…
• Force field analysis: Example

Driving Forces Restraining forces

e.g., e.g.,
• Experienced • Fear of unknown
workforce (fear of loss of job)
• Committed work • Unskilled, obsolete
force human resource
• Flexible • Loss of influence
organizational (may be from top
culture management)

34
 Models of Change…

2. Lewin’s three phases (steps) of change theory

• This theory is about unfreezing, changing and
refreezing.
• What do we unfreeze? What do we change? What
do we refreeze?
• Lewin thinks that any change suffers from three
problems.
– unwillingness to change
– Inability to change
– Inability to sustain the change
35
 Models of Change…
• Lewins 3 Phases Change Theory

Unfreeze Change Refreeze

•Behavior
Raised State of •Change
advocated and stabilized
Tension
implementation
Climate adapted •Desired
begins
to minimize Attitudes
resistance Changes tested
•Values
Dissatisfaction and adapted for
internalized
with status quo desired results
& reinforced

36
 Kotter’s
8 Step Change
Model

38
 Kottler’s Eight Step Change Model
Build a
Create
guiding
urgency
team

Make Create a
change vision for
stick change

Don’t let Remove obstacles /

up communicate

Create
short- Empower
term action
wins
 KOTTER’S MODEL -
THE 8 STAGE PROCESS

STEP 1

CREATE URGENCY

Helping others see the need for change &

the importance of acting quickly

Slide 40
 KOTTER’S MODEL -
THE 8 STAGE PROCESS

STEP 2

BUILD A GUIDING TEAM

Ensuring there is a powerful group, with the appropriate leadership skills,

credibility & authority to guide the change process

Slide 41
 KOTTER’S MODEL -
THE 8 STAGE PROCESS

STEP 3

CREATE A VISION FOR CHANGE

Creating a picture of the future & how it

will be different from the past

Slide 42
 KOTTER’S MODEL -
THE 8 STAGE PROCESS

STEP 4

COMMUNICATE THE CHANGE VISION

Ensuring everyone understands

& accepts the vision

Slide 43
 KOTTER’S MODEL -
THE 8 STAGE PROCESS

STEP 5

REMOVE OBSTACLES

Removing the barriers to making change successful

Slide 44
 KOTTER’S MODEL -
THE 8 STAGE PROCESS

STEP 6

CREATE ‘SHORT TERM WINS’

Create clear, visible success stories early in the process

Slide 45
 KOTTER’S MODEL -
THE 8 STAGE PROCESS

STEP 7

CONSOLIDATE GAINS &

PRODUCE MORE CHANGE – DON’T LET UP

Recognise more change opportunities following the

‘quick wins’ to take full advantage of the momentum for change

Slide 46
 KOTTER’S MODEL -
THE 8 STAGE PROCESS

STEP 8

ANCHOR THE NEW APPROACHES

IN THE CULTURE

Ensure the new ways of behaving are recognised & rewarded to

embed the change into the organisational culture

Slide 47
 Reasons for Public Sector
Reforms and Change
Management Approaches in
Ethiopia

48
 Public Sector Reforms…

Guiding Questions
• Why change is necessary for Ethiopian public
sector?
• What changes have so far taken place in Ethiopian
public sector?
• What change management approaches and tools
have been implemented to improve the quality of
public service in Ethiopian public sector? And how
do you evaluate their results?
49
 Public Sector Reforms…

Contents
– Reasons for change in Ethiopian public
sector
– Changes in the Ethiopian Public Sector
– Change Management Approaches

50
 Reasons for Changes in the Ethiopian Public Sector

• Reasons for change in the Ethiopian public sector, as the

research conducted by Meshesha (2002), include:
– Excessive politicization of the civil service
– Erosion of the Merit Principle
– Non-transparency and unaccountability of the civil
service to the people it serves
– Unethical practices
– Highly centralized administration
– Weak human power base
– poor capacity lack of skills, knowledge and attitude, and to
implement the government policy.
– Lack amenability to change
– Hence, hard to contribute to the national socio-economic
development. And need for change!
51
 2. Change Management Approaches
Guiding Questions
- How can we bring about the necessary change?
- What tools do we have to apply?
we can think of such approaches like,
– Decentralization
– Performance management
– Balanced Score Card
– Benchmarking
– Total Quality Management (TQM)
– Business Process Reengineering (BPR)
52
 Change Management Approach…

1. Decentralization
– Decentralization is sharing power with and
devolving authority to lower tiers of
government.
– Solve the problems associated with highly
centralized public service delivery.
– A worldwide trend which most countries
in the world is actually approaching
– Ethiopia follows a policy of decentralization
since 2002 to empower local authorities
53
 Change Management Approach…

2. Performance Management (PM)

– Implemented to bring about better merit based and
efficient and effective human power management
– This is about managing the achievement of
assigned duties and tasks by employees.
– Performance management is not new as a
tool/system in private sectors.
– But, it is new to be applied in the public sectors.
– Performance can be conceptualized from three view
points:
• Organizational, Departmental/Divisional and
Individual
56
 Change Management Approach…

3. Balanced Score Card (BSC)

– BSC and performance management share
many features but,
– BSC has come to correct some of the
weakness of the application of PM system.
– It is the more recent approach that can
bring about all rounded measurement of
and development of human power
61
 Change Management Approach…
• BSC focuses on:
– Critical few strategic matters as opposed to
PM
– Aligning individual performance with
organizational goals
– Translating organization’s vision in to
concrete actions and results through
cascading
– Linking intangible assets with expected
tangible results like the quality of leadership,
the skill and attitude of employees.
62
 Change Management Approach…

– Thinking beyond financial bottom lines and

help to see how employees’ capacity and
leadership capability can be improved,
evaluated and managed.
– Addressing issues consisting of financial
aspects, internal processes, customers
needs and learning and development.
– Promoting process efficiency and a culture
of performance.

63
 Change Management Approach…
4. Benchmarking
– This particular change management approach
is about identifying the best practices
somewhere in any organization world, and
analyze it and contextualize to one self so as
to make your service delivery system better.
– Identifying is not an end by itself but it is a
means towards comparing the performance
between different organizations.
– Finally after comparing, it is about emulating
(copying) the best practices, contextualizing it
and owning.
64
 Change Management Approach…

5. Total quality management (TQM)

– This is also another approach of change
management which actually is about:
• quality management
• meeting customer needs and expectations
through company wide participation.
– This can be simply possible by TQM by
continuously improving ones own
processes.
– Everyone has a customer and is responsible
for quality.
65
Change Management Approach…

• The basic concepts of TQM are:

– Everyone has a customer
– Adopt a partnering philosophy with suppliers
– Everyone is responsible for quality
– Focus on preventing problems not fixing them
– Teamwork
– Works according to synergy effect
– Processes fail most of the time not people
– Top Management must lead
– Middle management must support
66
Change Management Approach…

73
 Change Management Approach…
6. Public - Private Sector Partnership (PPP)
– Two parties are here. Public and private.
– Here, the justification is the not only government can
cover whatever services the citizens need.
– Then, the idea was that, what if we engage the private
sector in the process of delivering the services that
the public need and the tool was called Public -
Private Sector Partnership (PPP).
– How would it be possible to participate the private
sector?
– Let us discuss the following concepts:

74
 Change Management Approach…
1. Privatization
- Change the ownership title of some of public
organizations through leasing, renting, at times
through selling. Then, the private would have chances
to buy or to get on lease. So that they are owned and
operated by the private sector but still serving the citizen
of the same country Ethiopia.
2. Joint ventures
-Meaning both the government and the private sector
own different entities or organizations delivering services
-Here, the government is going to do some part of the job
and the private sector is going to do another part of the
same job. 75
 Change Management Approach…

3. Contracting out services

In an already government owned organizations if not all,
some of the services will be contracted out. Meaning, you
call up on the private to deliver some part of the services.
This is subcontracting or contracting out a very limited
portion of the total service that the public organizations
deliver.
E.g., the security service delivered by private agency in
Black Lion Hospital.

76
 Change Management Approach…
4. Concession
This is giving especial considerations for private sectors.
For example, buying materials only from specified
privately owned enterprises by the government to
encourage them.
The government may buy some materials from micro and
small enterprises to motivate them. This enterprises may
be encouraged in terms of marketing, tax exemption and
credit service, etc.

77
 Change Management Approach…
5.Enabling policy environment for the private sector to
function properly.
- Making conducive environment where the private sector can be
motivated and supported, and engaged in investing their wealth in
serving the public.
•Concerning the PPP, it is good to take one example about how well
the PPP regarding delivery of the higher education service improved
the quality as well as the accessibility of the service to those who
deserves it.
For example, before the private sectors are allowed to engage in
establishing universities to deliver higher education service, you can
imagine how many private universities were there and how many
Ethiopian graduates of high school have had opportunities to

78
 Change Management Approach…
7. Business Process Reengineering (Hammer)
• This is a recent phenomena in Ethiopian public sectors.
• It is about fundamental rethinking and radical redesigning
ones own business processes so that better performance
will come in the process of delivering service.
• BPR has some form of relationships with TQM but it is
drastically different from TQM. In a sense that, TQM was
about continuously improving quality through continuous
improvement of process, but BPR doesn’t accept this kind of
improvement.
• It says things should not be improved continuously but one
time fundamentally and radically. Radical change, not
incremental.
80
 Change Management Approach…
• BPR actually aims to achieve dramatic improvement in
critical contemporary measures of performance such
as:
(a) Cost (b) Quality (c)Service (d) Speed
• BPR has to result in better cost meaning lower cost,
better quality, better services to the customers and
faster service delivery by any measure. In short, it has to
result in better customer satisfaction.

81
 Management of Change
Some of the techniques/strategies used to overcome
resistance to change are:
Education and communication: educating and
communicating people who resist change using one- to
one discussion, conference, broachers and reports
Participation and involvement: involving those who
resist change in designing and implementation of change
Facilitation and support: facilitating grounds for change
by providing training, counseling so that barriers to
change can be prevented
Negotiation and agreement: when necessary
management offer incentives ( bonus, wage, salary and
recognition) for cooperation with the change
82
 cont’d
Manipulation and cooptation: giving an informal group
leader a desirable role in the designing and
implementation of a potential change. It is a tactic of
neutralizing or wining over a minority by assimilating
them in to established groups
Explicit and implicit coercion: applying punishment to
those who resist change.

83
 Minimizing Resistance to Change

Communication
Coercion

Training
Manipulation &co-operation Minimizing
Resistance
to Change Employee
Involvement
Negotiation
Stress
Management

84