Batho Pele Audits and Citizen Satisfaction Surveys: briefing by Public Service Commission
Public Service and Administration
25 May 2007
Meeting Summary
A summary of this committee meeting is not yet available.
Meeting report
PUBLIC SERVICE AND ADMINISTRATION PORTFOLIO COMMITTEE
25 May 2007
BATHO PELE AUDITS AND CITIZEN SATISFACTION SURVEYS: BRIEFING BY PUBLIC
SERVICE COMMISSION
Chairperson: Mr P Gomomo (ANC)
Documents handed out:
Public Service
Commission presentation on Batho Pele Audits and Citizen Satisfaction Surveys
(CSS)
Public Service Commission seven reports on Batho Pele Audits and Citizen
Satisfaction Surveys (available later
at www.psc.gov.za)
SUMMARY
The Public Service Commission conducted six years of study into the Batho
Pele principles and presented their findings to the Committee. Findings had
been obtained from interaction with departments as well as their clients. A
major problem highlighted was the failure to implement the Batho Pele
principles. This lack of compliance was caused to a large extent by a lack of
skills, the absence of service standards and a general failure to link Batho
Pele with organisational strategy.
The Committee expressed their frustration at their inability to play a more
decisive role in ensuring implementation, and also the lack of involvement by
members of other portfolio committees. The PSC research was seen as a milestone
development in directing the way forward and the role of Parliament in ensuring
compliance with Batho Pele, was discussed. The general
tone of the presentation by the PSC was that progress had indeed been made, but
that this progress was very slow. The PSC and the Committee agreed that the bar
should constantly be raised, so that the poor and rural populations could
benefit from enhanced service delivery as quickly as possible.
MINUTES
Briefing by the Public Service Commission (PSC )
Dr Norman Maharaj (Commissioner, Public Service Commission) noted that the
Commission had met with the Committee in March this year, and would now provide
an overview of all the Batho Pele principles that have been evaluated. The
Commission had looked at the historical context of evaluations carried out
since 2000. Dr Maharaj referred to the White Paper on Transformation of Public
Service Delivery, which had been formulated during the tenure of the Minister
of Social Development, Dr Zola Skweyiya. That White Paper had been very
well-received at the time, but few people had actually gone back to read the
Paper in its entirety. When the paper was released Minister Skweyiya had
emphasised that there was no time to lose. Both the Committee and the PSC were
aware that despite what the Minister had said, progress had been very slow.
Dr Maharaj referred to the Citizen Satisfaction Survey (CSS) that formed part
of the current presentation. His own experience had
shown that the poor are not very demanding, and that all they want is for their
dignity to be respected. This should be borne in mind when looking at the CSS,
as the level of expectation of citizens is an important factor. Many
departments did not have clear service standards, and Dr Maharaj had a problem
with surveys undertaken in the absence of service standards, as it became
difficult to judge. The overview that would be presented,
should be seen in this context.
Mr Mashwahle Diphofa (Deputy Director-General, Public Service Commission) began
the presentation. The findings were largely based on information received from
departments, through interaction such as completion of questionnaires and
interviews. Both components of the presentation relate to Batho Pele, and the
one focuses on how departments feel they have progressed, while the other
focuses on citizens’ view of this progress. Seven reports were looked at and an
attempt was made to condense all seven reports. The Committee might feel the
need to request more detailed information. He added that all seven reports had
been tabled in Parliament.
Mr Diphofa said that the mandate of the PSC includes the investigation,
monitoring and evaluation of the performance of the public service, as well as
the issuing of recommendations. In terms of this mandate, the PSC has since
2000 been evaluating the implementation of the White Paper on Transforming
Public Service Delivery. When the first study was started in 2000, all of the
eight Batho Pele principles were looked at, with four national and 23
provincial departments taking part in the study. Following that baseline study,
an in-depth study was done on a principle-by-principle basis. The PSC is
currently completing reports on compliance with the two principles of Value for
Money and Consultation, and compliance with the principle of Openness and
Transparency would be assessed in 2007/08.
Mr Diphofa said that 11 out of the 27 departments said that they consult with
their clients. Six departments said they had developed service standards and
ten departments said they have measures to promote access. Only one department
had given attention to courtesy standards, 22 had information sharing
mechanisms in place, 11 gave attention to redress procedures, and no
departments out of the 27 had measures to evaluate value for money. In terms of
compliance with the Principle of Information, there was consistency. The PSC
had found that in terms of packaged information such as annual reports and
information posted on websites, the departments were performing rather well.
However, when it came to individual requests for information tailored to the
specific requirements of the person seeking the information, a challenge
remained.
Mr Diphofa said that the 2000 survey showed that there was a general lack of
practical skills to apply the Batho Pele principles. It was further found that
Service Delivery Improvement Programmes were a separate campaign from the day
to day business of departments, and that departments frequently placed demands
for improved or new services on the service delivery units, without looking at
the costs thereof. Other findings were that Service Delivery Improvement
Programmes were simply listings of consultation arrangements, standards and
complaints procedures, and also that the Batho Pele policy had not changed the
daily tasks of front-line personnel. It was further found that performance
management systems had not been adjusted to establish clear links between a
department’s service delivery performance and the individual performances of
staff members.
Mr Diphofa said that the PSC had made the following recommendations from the
2000 Batho Pele survey: the Department of Public Service and Administration
(DPSA) should establish an appropriately resourced programme for departments,
and the Batho Pele principles should be integrated into the Strategic Plans of
departments. Performance management systems should be adjusted to link
individual and organisational performance, and the results of consultation with
citizens should be analysed and presented as management reports. Departments
should further align their service delivery capacity with the required service
delivery improvements. This meant that when a department indicated the services
they would like to provide, they should check to see that they have the
capacity to provide these services. In this way, a link between resources and
what the department wanted to offer, would be
maintained.
Mr Diphofa moved on to the findings on the Service Standards Principle, and
indicated that 52% of departments had service standards. He said that 69% of
the departments that submitted service standards complied with the concept of
Quantity, Quality and Time. He referred to the provision of identity documents
as an example and said that this would relate to turnaround times, the number
of ID documents that would be produced within a given timeframe, and the
assurance that all details on the ID document would be correct. The
recommendations made in terms of the Service Standards Principle were that the
DPSA should actively promote the Batho Pele Handbook to demonstrate the
important link between service standards and strategic objectives, and that a
common approach to service standards should be developed. Such a common
approach would ensure consistency in measuring performance and the progress
made in improving service delivery.
Mr Diphofa said that the Service Standards survey was followed by a study of
the Access Principle in 2005/06. He said that out of the 131 departments
surveyed, 50% of national and 46% of provincial departments reported that they
have developed access standards. He mentioned that these figures are quite low.
Mr Diphofa said that only 50% of departments indicated that they have signage
and that this signage provides a clear indication of the services offered. He
added that less than 50% of departments said that they have systems in place to
monitor their performance against the access targets and standards. Departments
were asked to rate themselves on compliance with the Access Principle and only
5% of national and 5% of provincial departments rated themselves as
“excellent”. Recommendations made in terms of the Access principle were that
under-performing departments should set targets to ensure progressive improvement, that such targets should address consultation
with clients, and that progress should be assessed as part of performance
management systems. Basic minimum standards on access are required.
Mr Diphofa said that the findings on the Redress Principle showed that less
than half of all departments indicated that they have set targets to improve
their complaint handling systems, and that only 29% of national and 18% of
provincial departments said that they have a system to monitor performance on
redress. When departments were asked to rate themselves on compliance with the
Redress Principle, only 5% of national and 2% of provincial departments rated
themselves as “excellent”. Recommendations made in terms of the Redress
principle were that departments should set and implement clear targets and
standards for handling complaints, that departments should benchmark their
complaints-handling mechanisms against comparable institutions,
that departments should monitor the handling of complaints, and that
departments should enforce accountability for the complaints-handling system.
Mr Diphofa moved on to the Citizen Satisfaction Surveys. He said that citizen
satisfaction was assessed in relation to accessibility of services and
attention given to tangibles, responsiveness, assurance, empathy and
reliability. The studies focused on specific services and used a representative
sample of the users of services. The following surveys had been conducted: the
Social Sector in 2003, the Criminal Justice Sector in 2005, and the Economic and
Infrastructure Service Sector in 2006. He said that all these reports had
already been tabled in Parliament. Surveys done in 2007 involved the Department
of Home Affairs, the Department of Trade and Industry and the provincial
transport services, and that these reports are currently being finalised.
Mr Diphofa referred to a graph depicting the overall findings of the Citizen
Satisfaction Surveys. He said that the average satisfaction level is 71%. They
had also gone outside the public service and surveyed the banking, postal
services, hospitality and telecommunications sectors, in order to gain clarity
on the benchmarks within these industries. The Department of Correctional
Services showed the lowest satisfaction level at 58%, followed by the Department
of Housing at 62%. The Department of Agriculture showed the highest
satisfaction level at 79%.
Mr Diphofa said that in terms of the key findings of the study of the Social
Sector, areas of satisfaction were the accessibility of offices, the appearance
of staff and staff attitudes and behaviour. Areas of concern were the waiting
period for assistance, a lack of follow-up action by staff, and the fact that
application and registration forms and information booklets were often not
available. Recommendations for the Social Sector were that the satisfaction
level should be measured annually, that departments should integrate the
findings of the CSS into performance measurement systems, and the
identification of managers’ key delivery areas to be measured by the Citizen
Satisfaction Survey.
Mr Diphofa said that the survey on the Criminal Justice Sector revealed that
physical access to service points
was generally adequate for urban dwellers but presented a challenge in the
rural areas. He said that courtesy and respect by civil servants received a
high rating. In terms of the availability of information, signage and
information desks were generally inadequate. He also cited the lack of a
complaints-handling mechanism. Recommendations for the Criminal Justice Sector
were that access by disabled and rural populations should be attended to, and
that the need for increased coordination among government departments should be
addressed. Mr Diphofa referred to the problem of overcrowding in prisons as an
example, and said that a measure of integration with the department responsible
for determining when inmates go on trial, would partially address the problem
of overcrowding.
Mr Diphopa moved on to the key findings in the Economic and Infrastructure
Sector and said that service points were accessible but that service levels did
not meet the high expectations of the clients. Poor turn around time was a key
problem and that the application processes for permits were quite complex.
Clients were generally satisfied with staff but that signage was not
satisfactory. It was recommended that application processes be simplified and
signage be improved. Further recommendations were that access to services via
the internet should be considered, and that turn around times should be evaluated.
Mr Diphopa concluded the presentation by saying that the PSC would continue to
update the Executive with regard to progress made with both compliance and
citizen satisfaction.
Discussion
The Chairperson expressed his frustration at the fact that the Committee
was unable to actively follow up on the findings of the PSC. He said that
Committee members listened to reports, and then moved on to other committees
and listened to more reports. He said that a parliamentary standing committee
that could monitor follow-up would help to address this problem but in the
absence of such a committee, it was a matter of concern that members could not
actually talk about what has achieved in respect of the Batho Pele principles.
Mr I Julies (DA) said that he has listened to the findings of the PSC but he
had a problem in that after the meeting was adjourned, he did not know what he
as a committee member could do to fast track service delivery. He said that he
wanted to know the purpose of a committee that did not have a mandate to carry
out the goals of government. Mr Julies added that the portfolio committee was
not a committee for a particular department, but a committee for the whole
structure of government.
The Chairperson asked whether the PSC had presented to other portfolio
committees and Dr Maharaj replied that the findings on the Batho Pele
principles had only been presented to this committee.
Mr A Nyambi (ANC) said that there had been a
suggestion that round tables be held and that various committees come together
to discuss the challenges facing them.
Mr B Mthembu (ANC) said that the presentation had provided the Committee with a
general picture of the situation, and that this picture should act as the
starting point for action by members. He referred to the first roundtable held
for the presentation of the State of the Public Service report, and recalled
that attendance from other Portfolio Committees had been poor. Mr Mthembu said
that there had been no binding deliberation on round tables. He suggested that
the Committee start with the current report and move forward.
Dr Maharaj said that he would like to think of the interaction between the
committee and the PSC as a process of engagement and debate. The Chairperson
said that members should talk to the Batho Pele issue as South Africans, and
decide as South Africans what would be the best way of embarking upon action.
Mr M Sikakane (ANC) asked the Commission whether they thought there would ever
come a time when it could be said that we do no longer have any problems, and
that South Africans are generally satisfied with service levels.
Mr Nyembe said that as long as we have people who are poor, we would never be
able to say that. Dr Maharaj said that the matter should not be addressed from
the perspective of being able to reach the stage where we can say that we are
totally satisfied. He said that the fact that life is dynamic and also that
human beings are progressive mean that we have to raise the bar all the time in
order to achieve progress. He said that we would not have progressed from
ancient civilisation to where we are today, if we did not constantly strive to
improve ourselves.
Dr Maharaj said that a stage where all the needs of the people are met will
therefore never be reached, and more so when one took into account the current
inequalities in society.
Mr Diphofa said that reaching a point of saying that everything has been done
could pave the way to
resting on one’s laurels. He said that the danger was that this
could cause the negatives to start exceeding the positives. He said that it is
possible to achieve excellence, but because the environment is dynamic, there
is always room for improvement. He cited as an example a new study that shows
that households are becoming smaller, and said that this necessitates changes
to the housing targets as it indicates that more people need to be housed.
Mr Sikakane asked if departments have actually made any progress since studies
have been carried out.
Dr Maharaj said that there have definitely been improvements, and that there
are national indicators that allow for pockets of excellence to be identified. He referred to the transformation of the South
African Revenue Service (SARS) as an example, and said that most of the members
must have experienced this transformation on either a personal or anecdotal
level. Dr Maharaj said that it was very impressive that SARS published its
service standards in newspapers. He said that if one considers where we have
come from to where we are today then it could definitely be said that the needs
of people have been responded to. He said that we come from an era in which no
services were provided and in which services were provided on a segregated
basis, with resources being allocated accordingly. He said the fact that South
Africans are no longer being offered segregated services was a major
achievement, and clearly shows that significant advances have been made.
Mr Diphofa added that there have also been a number of quick wins. For example,
Home Affairs has extended their office hours so that they are now also open on
a Saturday. He also mentioned the fact that there was a great improvement in
the wearing of name tags by staff.
Mr Mthembu expressed his appreciation to the Commission for providing
the Committee with an update, and for the in-depth analysis of six years of
evaluation of the Batho Pele principles. He said that efforts aimed at
transformation were crucial and underscored the need for a people-centred
government and the creation of a caring society. He said that it had become
clear from the previous briefing that this whole philosophy of a change in
mindset was very important, and that management culture and organisational
culture are critical to our progress. He said that it was further clear from
previous discussions that a lot of work had gone into ensuring that Batho Pele
is institutionalised. For example, the Department of Public Service and
Administration (DPSA) had embarked upon a campaign, and had also published a
handbook that explained every principle and how it should work. He said that
for him the key issue was meeting the Service Delivery standards. Mr Mthembu
said that simply stating the service standards was not enough. The handbook
states clearly what must be done but the big challenge relates to
implementation. He said that when Heads of Department as strategic leaders were
asked to sign performance agreements as part of a performance management
system, that agreement should also
include a plan that covers what will be done to ensure that Batho Pele is
institutionalised, and this should also
be monitored. Mr Mthembu asked for clarity on the implementation problem.
Dr Zwelakthe Tshandu (Deputy Director-General, DPSA) said that one of the
challenges was a lack of skills to implement the Batho Pele principles. He said
that this was something everyone had to come to grips with. He said that a
Change Management process was in place, and that a sector approach with
customised solutions for each sector, was being followed. He said that attempts
were being made to ensure linkages between the different sector processes. Dr
Tshandu added that a further challenge was presented by efforts to intervene
where there were no service standards. He said that the DPSA was making every
effort to ensure that every single department has a service delivery plan. Dr Tshandu said that the DPSA had a formal
unit that physically went out to assist departments, and that the research by
the PSC had been very helpful in this regard. He added that the findings of the
PSC were spot on in terms of leading the way to solving the implementation
problem. He said that the PSC research had further provided a firm foundation
for linking individual performance management with organisational strategy.
Mr Nyambi referred to the point made in the presentation that 46% of provincial
departments reported that they have developed access standards. He asked how
the PSC had reached this figure, and wanted to know if one province was used as
a sample for all nine provinces, or whether another method of calculation had
been used. Mr Nyambi said that what concerned him was if the PSC had gone to
Province A and found that there is a serious problem, and then used Province A
as a sample, they might be led to the wrong conclusion about the overall
performance of provinces.
Mr Diphofa said that the figure 46% simply referred to the percentage of all
the provinces surveyed that said that they have developed access standards.
Dr Maharaj said that he would like to warn against the trap of looking at
percentages. He said that he had paid a visit to Groote Schuur Hospital and
that out of 50 000 outpatients per month, 95% had said that they were satisfied
with the service. However, if one translated the 5% of dissatisfied patients it
means that 2 500 people are dissatisfied with the service. Dr Maharaj said that
this is a very large number of dissatisfied people. He
added that percentage statistics is something that one can always fall back
onto, and which further allows people to rest on their laurels, but when one
paid personal visits and had first-hand experience, a totally different picture
emerged. Dr Maharaj said that the public service itself should gain first-hand
experience on the ground, so that all stakeholders could raise the bar as a
collective. He said that statistics paint a particular picture, and in the case
of the Batho Pele studies, the picture that is being painted is not a good one,
and should raise alarm bells that all departments are not performing optimally.
However, the findings also make it clear that there is progress in certain
areas. Dr Maharaj said that the powers and
resources that parliament, the PSC and the public service had as a collective,
had not yet been exhausted. He urged members not to view the findings only in
terms of the negative aspects that had been raised, but to see it as a window
of opportunity to start making a difference.
Mr Nyembi said that he had been impressed by the graph which showed that
private sector institutions had also been surveyed, and asked for more
information on this.
Mr Diphofa said that the private and public sectors could learn from each
other, particularly with regard to benchmarking, but that one could not really
compare the two sectors, as they operated within different contexts. For
example, the complaints-handling contexts of the two sectors are different.
Dr Maharaj said that it was crucial that the non-integrated approach to service
delivery should come to an end. He said that this was starting to happen at national
level. Dr Maharaj said that provincial role players did not show the same level
of commitment as their national counterparts, and that this was another matter
that had to be addressed.
The Chairperson said that the frustrations of the Committee should be met with
understanding, particularly with regard to the inability to make members of
other portfolio committees see what they are trying to achieve. He said that South Africans needed to see more
progress after 13 years of democracy, and that leaders themselves should
demonstrate a solid understanding of Batho Pele. The Chairperson urged the
Committee to move forward decisively, so that future generations could not come
along and say that nothing was done.
The meeting was adjourned.
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