Public Service Commission

Presentation to the Portfolio Committee on Public Service and

Administration

25 May 2007

Batho Pele Audits and Citizen Satisfaction Surveys Conducted by

the Public Service Commission

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Presentation Outline

Introduction Batho Pele Audits Citizen Satisfaction Surveys Conclusion

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Introduction

The Constitution mandates the PSC to, among other things “investigate, monitor & evaluate” and “propose measures to ensure effective and efficient performance”

As part of fulfilling this mandate, the PSC has since 2000 been evaluating the implementation of the White Paper on Transforming Public Service Delivery

Two of the instruments used for such evaluations are the Batho Pele Audits and the Citizen Satisfaction Surveys

This presentation outlines the key findings and recommendations contained in PSC reports on Batho Pele and Citizen Satisfaction Surveys

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PSC’s Batho Pele Audits

The studies evaluate performance and compliance with Batho Pele Principles

Evaluations are done on the basis of questionnaires that are sent to and completed by officials in departments

In 2000, all the principles were assessed 27 departments took part in this study (4 national

and 23 provincial)

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Batho Pele Audits (cont’d)

This was followed by an assessment of compliance with principles of Service Standards (2004/05) Access (2005/06) Redress (2005/06)

The PSC is currently completing reports on compliance with the principles of Value for Money and Consultation, respectively

In 2007/08 the PSC will assess compliance with the principle of Openness and Transparency

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Compliance with the Batho Pele Principles (PSC/s Survey, 2000)

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6

10

1

22

1011

00

3

6

9

12

15

18

21

24

27

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PSC’s Batho Pele Survey, 2000 (cont’d)

It was found that: There was a general lack of practical skills in the

Public Service to apply the Batho Pele principles Service Delivery Improvement Programmes

were a separate campaign from the day to day business of departments

Departments frequently placed demands for improved/new services on service delivery units without looking at costs

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PSC’s Batho Pele Survey, 2000 (cont’d)

Service Delivery Improvement Programmes were simply listings of consultation arrangements, standards and complaints procedures

The Batho Pele policy had not changed the daily tasks of front-line personnel

Performance management systems had not been adjusted to establish clear links between a department’s service delivery performance and the individual performance of staff members

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Recommendations from PSC’s Batho Pele Survey, 2000

The DPSA should establish an appropriately resourced support programme for departments

Batho Pele Principles should be integrated into Strategic plans of departments

Performance management systems must be adjusted to link individual and organizational performance

The results of consultation with citizens should be analysed and presented as management reports

Departments must align their service delivery capacity with the required service delivery improvements

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Key findings: Service Standards principle (2004/5)

52% of departments had service standards 69% of the departments that submitted service

standards complied with the concept of Quantity, Quality and Time

Only 27% had service standards that specifically address redress or complaints

Only 14% made mention of the cost of their services in their service standards

BPP were submitted as service standards by some departments

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Key findings: Service Standards principle (cont’d)

Outputs and service delivery trends presented as service standards

Many departments do not have resources allocated to development of service standards

Lack of consultation with external and internal stakeholders during the development of service standards

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Recommendations: Service Standards Principle

DPSA should actively promote the Batho Pele Handbook to demonstrate the important link between service standards and strategic objectives

Departments’ goals and objectives should link with service standards

Develop a common approach to service standards to ensure consistency in measuring performance and the progress made in improving service delivery

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Recommendations: Service Standards Principle (cont’d)

The development of service standards should be part of departments’ work plans

Standardised process for engaging external stakeholders in the development of service standards

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Key Findings: Access Principle (2005/6)

50% of national and 46% of provincial departments reported that they have developed access standards

90% of national and 86% of provincial departments reported that they have put in place measures to improve access to their services e.g. call centres, toll-free lines and help desks

Only 8 national and 41 provincial departments indicated that they have consulted stakeholders in the development of their access targets

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Key Findings: Access Principle (cont’d)

Only half of the departments indicated that they have signage and that their services were clearly shown in the signage.

Less than 50% of all departments indicated that they have systems to monitor their performance against the access targets and standards

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Self rating on accessibility of services and compliance with access principle

National Provincial

Excellent 5% 5%

Good 35% 39%

Adequate 30% 38%

Poor 10% 8%

Very Poor - 1%

Not indicated 20% 9%

Total 100% 100%

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Recommendations: Access Principle

Departments that are not performing well on access should set targets to ensure progressive improvement

Such targets should address consultation with clients, including vulnerable groups

Progress on ensuring access should be assessed as part of performance management systems

Basic minimum standards on access are needed

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Key Findings: Redress Principle (2005/6)

90% of national and 84% of provincial departments reported that they have some form of complaint handling mechanisms (some structured and others highly informal)

67% of national and 51% of provincial departments said that they have written guidelines on the handling of complaints

73% of all departments indicated that the clients are aware of their complaints mechanisms

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Key Findings: Redress Principle (cont’d)

Less than half of all departments indicated that they have set targets to improve their complaint handling systems

Only 29% of national and 18% of provincial departments indicated that they have a system to monitor performance on redress

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Self-rating on the implementation of redress

National Provincial

Excellent 5% 2%

Good 33% 24%

Adequate 24% 45%

Poor 29% 14%

Very Poor 10% 7%

No answer - 8%

Total 100% 100%

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Recommendations: Redress Principle

Departments should set and implement clear targets and standards for handling complaints and ensuring redress

Departments should benchmark their complaints-handling mechanisms against comparable institutions

Departments need to monitor the handling of complaints

Departments should enforce accountability for the complaints-handling system

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PSC’s Citizen Satisfaction Surveys

The Surveys assess the level of citizens’ satisfaction with the service provided by government departments

Satisfaction is assessed in relation to accessibility of services, attention is given to tangibles, responsiveness, assurance, empathy and reliability

The studies focus on specific services and use a representative sample of the users of services

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Satisfaction Surveys Conducted

2003 Social Sector (Departments are Housing, Education, Health and Social Development)

2005 Criminal Justice Sector (Departments are SAPS, Justice and Constitutional development and Correctional Services

2006 Economic and Infrastructure Service Sector (Departments are Agriculture and Land Affairs and Water and Forestry

2007 Home Affairs, DTI and Provincial transports services (report is currently being finalized)

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77 77 7782

70 70

58

7973 70

636263

71

0

25

50

75

100

South African Public and Private Sector Services

Sco

re %

Average 71%

Overall Findings of CSS

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Key Findings: Social Sector (2003)

Areas of satisfaction: Accessibility of offices, appearance of staff and staff

attitude and behaviour Areas of concern:

Waiting period for assistance Staff did not offer to follow-up or take contact details

to facilitate follow up Application/registration forms and information booklets

were often not available

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Recommendations: Social Sector

Measure satisfaction level annually Departments should integrate data from CSS

into performance measurement systems Incorporate the elements of CSS in the

Departments’ Service Delivery Improvement Plans

Identify managers’ key delivery areas to be measured by the survey

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Key Findings: Criminal Justice Sector (2005)

Physical access to service points: Generally adequate for urban dwellers Challenge in rural areas

Courtesy and respect by public servants rated high

Availability of information: Signage & information desks overall not adequate and

more basic information needed Lack of complaint handling mechanism

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Recommendations: Criminal Justice Sector

Access by disabled and rural population must be attended to

Accessible and transparent complaints mechanisms

Greater coordination amongst departments in CJS

Need ongoing M&E of services through extensive consultation

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Key Findings: Economic & Infrastructure Sector (2006)

Service points accessible Negative gap between service expectations and

experience exist Poor turn around time Application processes for permits complex Satisfaction scores ranged from 62% to 81% Clients generally satisfied with staff Signage at service sites unsatisfactory

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Recommendations: Economic & Infrastructure Sector

Application processes to be simplified Record-keeping and accuracy of information

need to be attended to Signage needs to be improved Access to services via internet must be

considered Administrative and turn around time must be

evaluated

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Conclusion

Progress on the implementation of Batho Pele is uneven

Compliance varies from one principle to the other Principles not linked to departments’ SDIPs Lack of M&E that is specific to assess and

measure the BPP BPP not integrated to Departments’ mainstream

programmes PSC will continue to update the executive about

progress made in both compliance and citizen satisfaction

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Thank you