REPORT ON SDIPs

1
REPORT ON SDIPs

• DEVELOPMENT AND SUBMISSION OF CREDIBLE, EFFECTIVE
  AND REALISTIC SERVICE DELIVERY IMPROVEMENT PLANS
• (SDIPs)

2
Mainstreaming Batho Pele

• The spirit of Batho Pele must leave its
  footprint on public service delivery
• - The Batho Pele Handbook A Service Delivery
  Improvement Guide

3
Structure of Presentation

• Introduction origin of the SDIP Project
• Objective of Project
• Methodology
• Outputs
• Refined Template
• Standards
• Findings
• Challenges
• Way forward
• Recommendations

4
Introduction

• SDIPs are compulsory in terms of the Public
  Service Regulations, 2001
• Part III.C.1 an executing authority shall
  establish and sustain a service delivery
  improvement plan for his or her department and
• Part III.C.2 the executing authority shall
  publish an annual statement of public service
  commitment which will set out the departments
  service standards that citizens and
  customers/clients can expect and which will serve
  to explain how the department will meet each of
  the standards.

5
Objective

• To promote continuous service delivery
  improvement in the Public Service by developing
  capacity to enable all national and provincial
  government departments to produce and submit
  credible, effective and realistic SDIPs
• by 30 March 2007

6
Methodology

• Desktop research to establish status quo
• International best practices
• Develop refined SDIP template
• Develop training material theoretical and
  practical
• Train GICS staff and provincial reps
• Roadshow to meet 30 March deadline
• Assess and fine-tune SDIPs

7
Outputs

• Refined SDIP Template
• Course/training material
• 2 PowerPoint Presentations
• 210 Training Manuals
• 2 X 2-Day Workshops
• Draft SDIP for the DPSA
• Visits to all national and provincial depts
• Assess and fine-tune gt500 SDIPs
• Progress and Closeout Reports

8
Standards

• Focus on the use of SMART, QQTC standards to
  address the service delivery gap between
  current and desired standards
• SDIPs do not focus on professional standards such
  as ISO, SABS, Municipal by-laws, etc, but rather
  on how we behave when delivering the service
• Use BP principles to define the Quality
  standard
• Standards to be relevant to the particular Key
  service and service beneficiary
• Standards set for a particular key service will
  benefit other services e.g. a complaints desk
  and courteous behaviour defined for one service
  will improve service delivery across the board

9
Findings
10
Non-Participants

• National Departments
• National Intelligence Agency
• S A Secret Services
• The Presidency

11
Non-SubmissionsNational Departments

• Environmental Affairs and Tourism
• Health
• Home Affairs
• Housing
• Provincial and Local Government
• Trade and Industry

12
Non-SubmissionsProvincial Departments

• Eastern Cape
• Public Works
• Safety and Liaison
• Gauteng
• Economic Development
• Health

13
Non-SubmissionsProvincial Departments

• KwaZulu-Natal
• Health
• Local Government and Housing
• Welfare and Population Development

14
Non-SubmissionsProvincial Departments

• Northern Cape
• Agriculture and Land Reform
• Education
• Safety and Liaison
• Social Services and Population Development
• Sport, Arts and Culture

15
Non-SubmissionsProvincial Departments

• North West
• Economic Development and Tourism
• Education
• Finance
• Local Government and Housing
• Social Development
• Sport, Arts an Culture

16
TrendsKey Services

• Confuse services with functions, projects,
  outcomes and tasks difficult to set SMART
  standards. Examples
• To popularise the 2010 office, which is
  inclusive of branding, marketing and
  communication. (Mpumalanga)
• Improve access to CPALS and ICT at Public
  Libraries.
• (Western Cape)
• List too many Key services not realistic and
  difficult to manage. Examples
• Agriculture 41
• Foreign Affairs 26
• Northern Cape Health 28

17
TrendsService Beneficiaries

• List too many difficult to set standards, e.g.
  Citizens, Visitors, Residents, Immigrants and
  All persons. (Western Cape, Community Safety)
• Confuse end-users, e.g. learners and patients,
  with customers difficult to set standards for
  Consultation, Access etc, e.g. School
  Management Teams, Educators and Learners. (Free
  State, Education)

18
TrendsCurrent Standards

• Largely non-existent
• Very little evidence of SMART, QQTC standards
• Define current situation using ad hoc or
  narrative description of status quo or process,
  e.g. Informal settlement need to be addressed
  (Mpumalanga, Housing)

19
TrendsDesired Standards

• Much better but still need to focus on the
  SMART principle
• Standards for BP principles tend to be vague
  need to focus on making them SMART, using the
  QQTC standards
• Many SDIPs include professional standards, e.g.
  ISO and SABS, not relevant to SDIPs - e.g.
  Compliance to set regulations. (Mpumalanga,
  Agriculture and Land Administration)

20
TrendsQuantity

• Quantity (How much? How many? How often?)
• Difficult where services have not been properly
  defined e.g. All vehicles where the key
  service is Traffic Management (Gauteng,
  Community Safety)
• In general Quantity is well defined in
  measurable terms Increase number of learners
  declared competent to 80 (Mpumalanga, OTP)
• Use All as a quantity standard e.g. Process
  all applications within 3 weeks.
• Often linked to a time standard e.g. 50 of
  SMS to go through all three modules by March
  2008 (Mpumalanga, OTP)

21
TrendsQuality

• Tendency to include professional standards e.g.
  Quality controls on housing are discussed.
  (Mpumalanga, Local Government and Housing)
• Use of the Batho Pele principles to define
  quality, as prescribed by the template, is
  generally well accepted
• Setting QQTC standards to make the principles
  measurable is still problematic in some areas and
  often the spaces in the template are left blank

22
TrendsConsult Access

• Consult
• Generally fine - use discussion forums, meetings,
  surveys, izimbizo, suggestion boxes, etc.
• Define the audience rather than the means e.g.
  IDP, Eskom, Municipalities. (DME)
• Lack of QQTC standards e.g. A more in-depth
  consultation process is planned (Agriculture)
• Access
• Generally fine use signage, e-mail, meetings,
  remote offices, mobile units, extended working
  hours, etc.
• Lack of QQTC standards e.g. Full access through
  office, e-mail, memos and telephonically. (Pub
  Ents)

23
TrendsCourtesy

• This, with value for money proved the most
  problematic. Mainly narrative descriptions
  without clear standards e.g. Revised and new
  practice notes user friendly. (KZN Treasury)
• Some confusion with Redress e.g. Departmental
  complaints line. (WC, Community Safety)
• Evidence of QQTC standards e.g. Name tags,
  response to telephone calls within 5 rings,
  response to written queries within 10 days.
  Introduce customer service satisfaction survey.
  (EC, Housing, LG and Traditional Affairs)

24
TrendsInformation

• Often confused with Openness and Transparency.
• Encourage publication of service charter.
• Generally, pamphlets, brochures, circulars,
  meetings and one-on-ones e.g. Develop
  information leaflets to make communities aware of
  the service. (FS, Public Safety, security and
  Liaison)
• Reassuring use of local language and local media
  e.g. Quarterly newsletter, evaluation forms and
  KHC radio stations. (NC, Health)

25
TrendsOpenness Transparency

• Generally well understood
• Encourage publication of extracts from annual
  reports in local media e.g. Annual report
  (understandable language) (NC, Cultural
  Affairs and Sport)

26
TrendsRedress

• Generally well understood and defined in terms of
  complaints facilities, call centres and hot lines
  and client satisfaction surveys (which overlap
  with consultation) e.g
• Complaints to be addressed within 10 days.
  (NC,Health)
• Establish and maintain a register of service
  delivery complaints and follow-up actions.
  Establish a help desk or hot line within the
  department and finalise queries within 60 days.
  (NW, Agriculture, Conservation and Environment)

27
TrendsValue for Money

• Perhaps the most problematic quality standard
• Departments encouraged to view effective and
  efficient use of approved budgets as basic value
  for money
• Some departments developed unit costs and other
  measures e.g. SMME development improve
  planning improve contract management. (NW,
  Public works)

28
TrendsTime, Cost HR

• Time
• Well understood and clearly defined
• Mostly departments used the financial year-end as
  a useful time standard, ie the envisaged service
  delivery improvements had to be achieved by end
  March 2008
• Cost
• Generally, the Rand amount budgeted for the
  particular service provided the Cost standard
• Human Resources
• Perhaps the easiest standard. Majority list
  the number of people required to provide the
  improved service. However, this needs to lead to
  training and skills transfer

29
Highlights

• Strong leadership and support from GICS staff
• Co-operation from departments
• Buy-in by top management and staff

30
Challenges 1

• Initial reluctance by some departments to accept
  refined SDIP template
• Unfamiliarity with relevant legislation,
  especially with the Batho Pele White Paper, which
  lead to
• SDIPs viewed as bolt-ons
• Confusion about where SDIPs belong SDIPs vs
  Operational Plans
• Lack of appreciation that SDIPs are service
  delivery IMPROVEMENT plans

31
Challenges 2

• Confusion with Treasurys initiative which deals
  with non-financial reporting
• People claim the DPSA is duplicating this
  initiative with SDIPs
• Training and roadshow plus one-on-ones helped
  to overcome the challenges

32
Way forward 1

• Obtain SDIPs from outstanding departments
• Assess and fine-tune all SDIPs
• Establish database of all SDIPs
• Develop ME instruments to measure quality of
  SDIPs and level of implementation
• Develop a common measurement tool (CMT) to
  measure customer satisfaction and establish
  customer satisfaction index (CSI)

33
Way forward 2

• Train GICS staff and departments in the use of
  the instruments/tools
• Develop assessment methodology and assess all
  departments, using the ME instruments and CMT
• Awards ceremony for the best performing
  departments in terms of the quality of their
  SDIPs and the effectiveness of their
  implementation

34
Recommendations

• Maintain momentum collect, assess and fine-tune
  SDIPs from all departments
• Proceed with project to develop a holistic
  Service Delivery Improvement Programme, which
  includes SDIPs, implementation plans, ME tools,
  a customer satisfaction index and rewards and
  incentives, linked to individual KPAs
• This will mainstream Batho Pele and promote
  continuous service delivery improvement

35
Thank you