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Only 27% had service standards that specifically address redress or complaints ... Compliance varies from one principle to the other. Principles not linked to ... – PowerPoint PPT presentation

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Title: Public Service Commission


1
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
2
Presentation Outline
  • Introduction
  • Batho Pele Audits
  • Citizen Satisfaction Surveys
  • Conclusion

3
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

4
PSCs 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)

5
Batho 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)
7
PSCs 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

8
PSCs 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

9
Recommendations 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

10
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

11
Key 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

12
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

13
Recommendations 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

14
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

15
Key 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

16
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
17
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

18
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

19
Key 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

20
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
21
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

22
PSCs 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

23
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)

24
Overall Findings of CSS
Average 71
25
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

26
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

27
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

28
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 ME of services through extensive
    consultation

29
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

30
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

31
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 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

32
  • Thank you
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