Title: Public Service Commission
1Public 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
2Presentation Outline
- Introduction
- Batho Pele Audits
- Citizen Satisfaction Surveys
- Conclusion
3Introduction
- 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
4PSCs 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)
5Batho Pele Audits (contd)
- 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
6(No Transcript)
7PSCs Batho Pele Survey, 2000 (contd)
- 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
8PSCs Batho Pele Survey, 2000 (contd)
- 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
departments service delivery performance and the
individual performance of staff members
9Recommendations from PSCs 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
10Key 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
11Key findings Service Standards principle
(contd)
- 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
12Recommendations 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
13Recommendations Service Standards Principle
(contd)
- The development of service standards should be
part of departments work plans - Standardised process for engaging external
stakeholders in the development of service
standards
14Key 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
15Key Findings Access Principle (contd)
- 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
16Self 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
17Recommendations 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
18Key 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
19Key Findings Redress Principle (contd)
- 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
20Self-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
21Recommendations 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
22PSCs 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
23Satisfaction 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)
24Overall Findings of CSS
Average 71
25Key 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
26Recommendations 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
27Key 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
28Recommendations 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 ME of services through extensive
consultation
29Key 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
30Recommendations 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
31Conclusion
- 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 ME 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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