Speaking Notes on the Narrative on the Service Charter Implementation to
Portfolio Committee on Public Service and Administration 18 February 2015.
Introduction
Chairperson, Deputy Minister, Honourable members and colleagues good
morning.
At the end of this presentation the Service Charter implementation will be
accounted for against major objectives and examples of individual and a few joint
implementation projects, programmes and campaigns will be used.
Processes towards a Consolidated Service Charter Implementation Plan will be
outlined and Concluding remarks as a way forward will be made
Some objectives overlap and as a results we have picked on the themes that are
common and consolidated on such for the purpose of Accounting through this
presentation.
Implementation Account on the Objectives of the Service Charter
1. Improve Service Delivery Programmes
provide details)
(the next presentation will
Overall submission of SDIPS by Government Departments have increased to 88%
submission rate by end of 2013-2014 financial year.
The progress reports received by the DPSA by end of 2013-214 financial year shows
a 10% improvement in SDIP reporting against plans submitted.
This is not enough as only 29% of National and Provincial departments presented
reports and department are supported in improving this performance area.
PERIOD
SDIP PROGRESS REPORT SUBMISSION TOTAL
2009/2012:
3 out of 118 (3.5%) national and provincial departments submitted
progress reports
2012/2013
4 out of 71 (2.8%) national and provincial departments
submissions received
2013/2014
22 out of 131 (29%) national and provincial departments submitted
progress reports.
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The concept of integrated service delivery initiatives is central to Service Charter
implementation and it seeks to have integrated/ joint planning and consolidated
implementation of certain programme in several provincial initiatives based on the
common principles increased accountability up to the levels of the Premier and
reducing the implementation down to the level of the ward through what has now
been known as ward based programme.
These programme are known by different names in different Provinces
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OSS in KZN ,
“Setsokotsane” in North West,
“Ntirisano” in Gauteng,
“Operation Hlasela” in the Free State (to name but a few)
National Economic and Development initiatives like the Operation Phakisa lead
by the Department Performance of Monitoring and Evaluation in the Presidency is
another initiative where there is joint planning and consolidated implementation of
different interventions for the sake of faster implementation process with raised
accountability to the Presidency, citizens as the plans are open to public scrutiny and
their implementation the same.
So far the Operation Phakisa Programme has been implemented using the
Malaysian Big Fast Methodology adapted to SA and now called Operation Phakisa.
The Operation Phakisa for the Oceans Economy was launched and is currently
implemented with participation from different sectors and partners. The Service
Charter will be mainstreamed into this and other Operation Phakisa Laboratories like
the one recently launched by the President of the Ideal Clinic Initiative whose
detailed plans will soon be announced.
Other Hybrid joint planned and implemented integrated service delivery programmes
include the recently launched concept of the multipurpose centre where integrated
service delivery will take place in a common service point called the Thusong Centre
in Maponya Mall in Soweto.
Recently the COGTA launched the Back to Basics which calls for integrated delivery
of the core services that local government provides - clean drinking water, sanitation,
electricity, shelter, waste removal and roads - are basic human rights, essential
components of the right to dignity enshrined in our Constitution and Bill of Rights.
It has Objectives that are similar to those in the Service Charter encored on the
Batho Pele Principles
1. Put people and their concerns first and ensure constant contact with
communities through effective public participation platforms.
2. Create conditions for decent living by consistently delivering municipal
services to the right quality and standard
3. Be well governed and demonstrate good governance and administration
- cut wastage, spend public funds prudently, hire competent staff, ensure
transparency and accountability.
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4. Ensure sound financial management and accounting, and prudently
manage resources so as to sustainably deliver services and bring
development to communities.
5. Build and maintain sound institutional and administrative capabilities,
administered and managed by dedicated and skilled personnel at all levels
It is for this reason that consultation between Presidency, COGTA and SALGA
have begun to have a consolidated Service Charter implementation plan to
ensure coordinated implementation of these initiatives across all three spheres of
government within the provisions Inter-Governmental Relations Framework Act and
the newly Passed Public Administration Act. The Service Charter will be
mainstreamed into all these initiatives.
2. Reinforce the partners’ commitment to service delivery improvement for
the benefit of all citizens
The Minister for the Public Service and Administration, together with all the
signatory trade unions, successfully launched the Service Charter on 29 August
2013.
The Charter was welcomed, supported and lauded by:
COSATU;
Federation of Democratic Unions of South Africa;
The Independent Labour Caucus;
Business (Business Unity South Africa and Black Business Council); and
NEDLAC.
Cabinet endorsed the Service Charter on 4 September 2013.
DPSA lead by MPSA popularised the Service Charter in this financial year and
ensured that there is commitment across all provinces as part of the Public
Service month.
The Presidency has agreed to have the Service Chater mainstreamed in all the
Operation Phakisa Initiatives including the Ideal Clinic, The Mines and Schools
and Local Government.
COGTA and SALGA are in principle agreed on the mainstreaming of the charter
in the Back to basics. Discussions are underway to ensure strategic alignment
and accountability to the Ministers.
3. Professionalise and encourage excellence in the public service
The Public Service Administration Act was signed and approved by the
Presidency which among others establishes the NSG, Outlaws Public Servants
from engaging in business with government and provides for the Compulsory
Induction Programme by NSG has started.
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Strategic Alignment with Sector Training Academies e.g. Public Service SETA,
SAPS College in Paarl, Justice College, and alignment with the National Human
Resource Development plan is being done and is currently reviewed lead by the
Presidency specifically the Office of the Deputy President as the HRDC chair
person.
Institutionalisation of Batho-Pele Service Excellence Awards has been achieved.
The 2nd Batho-Pele Service Excellence Awards Ceremony was hosted by MPSA
in partnership with Private Sector in 2012-2013 and 2013-2014.
4. Enhance Performance
Existing Performance Management System is implemented as an ongoing
concern. Batho Pele principles and Key Results Areas and Generic Assessment
Areas are linked as part of personal performance framework
SMS members are required to sign Performance Agreements with Personal
Development Plans by May each calendar year.
On organisational Performance, the Management Performance Assessment Tools
Management MPAT jointly developed between DPSA and the Department of
Performance Monitoring and Evaluation, (Presidency) to monitor organisational
performance in so far as certain management standards are concerned was
developed and is successfully implemented with reports published. We are on the
second year of its implementation and it has proven to be useful compliance
enhancement tool and accountability tool.
DPSA also lead on the Institutionalisation of Operations Management planning
with implementation tools and M&E tools since the charter was launched.
Consolidated Charter implemented plan is to ensure coherence and
demonstrable and predictable impact of Integrated Service Delivery Improvement
across the three spheres of Public Service going forwards.
This will also enable us to integrate other Service related Regional and International
Charters/ instruments, like the AUs Regional Africa Public Service Charter, Open
Government Programme. UNPAN is in a process of developing a global Service
Charter and there is a great possibility of using the SA Charter to contribute to the
International Global service Charter.
5. Strengthen
corruption
processes
and
initiatives
that
prevent
and
combat
Public Administration Act approved by the President provides for the prohibition of
Public Servants conducting business, compulsory disclosure of financial interests, in
additions to the normal security clearance of SMS.
The Public Service Integrity Framework was developed and approved by Cabinet
2013-2014
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Disciplinary Process against Public Servants who transgress law, policy in terms of
PFMA are being conducted and where possible money mismanaged or fraudulently
accrued is recouped
Capacity Development on Anticorruption Investigations in the Public Service by the
DPSA
6. Facilitate social dialogue among the partners
The office of the Deputy Minister is leading on this. Since the launch of the
Service Charter, the DPSA has been leading on the Open Governance Programme
which aims to “Increase public integrity by improving public services, creating safer
communities, effectively managing public resources and increasing accountability”.
South Africa`s OGP Action Plan has specials focus on measures to:
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strengthen corruption combating instruments and capacity to increase integrity
management systems;
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strengthen mechanisms for meaningful citizen engagement in service delivery
improvement and policy development processes;
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hold public servants accountable to the public and the communities they serve
through the development and implementation of an accountability management
framework for public servants.
The office of the Deputy Minister is leading on this.
DM is Focal Point for APRM at AU level.
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DPSA coordinated the development of and submitted the 2 Africa Peer Review
Mechanism report in consultation with Civil Society, Business, and Labour
There are Ongoing Citizen Satisfaction Surveys at National, Provincial and Local
level conducted by DPSA, Sector Departments, and Municipalities.
Coordinated Presidential and Sector-Hotlines and regular feedbacks on Service
Delivery Issues.
Strategies for early warning systems: Public Service Watch, Un-announced visits,
Imbizos, outreach programmes etc.
Regular updates on implementation of the PSCBC resolutions
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7. Help government departments rise to the challenge of treating citizens with
dignity and expectations meeting their demands equitably and fairly
This has been done through the war room implementation methodology which has key
components of War Room system
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(1) Central War Room and Central Information Centre
(2) Public Hotline and integrated Rapid Response
(3) Implementation of The War Room Machinery
Its aims are
▫ Servicing people where they live, up to household & street level
▫ Effective deployment and coordination of managers and professionals
(e.g. Building of Project Khaedu, Batho Pele foundations)
▫ Role definition and clarification
▫ Faster turn-around times
▫ Incremental approach
It’s a seamless and somewhat consolidated implementation mechanism
where National>>Province>> Metro/District>> Regions/locals departments
and Wards work together and now more enabled by the PAM Act
Used in KZN and Gauteng as examples
▫ It harmonizes Different Government priorities: Phakisa, OSS/
Setsokotsane, Back To Basics through:
a) Service Response Teams: problem-solving and action oriented
structures and people tasked with service delivery responses
b) Service Response Centers: Facilities in every ward serving as a
base for activities
c) Leveraging on Technology to ensure real-time data capturing
and use
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It applies to all public services, with key focus on:
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Basic Municipal Services
▫ Basic services: water, sanitation, electricity, indigent policies,
social grants
▫ Social wage: ECD, education, health care, social
development, food security, safety, public transport and sport
and recreation etc.
• Broadening economic participation (Phakisa e.g. the Ocean Economy)
▫ Local economic participation esp. youth, women, poor &
unemployed
▫ Activation of unemployed within township economies
revitalization, SMMEs & coops, skills development, EPWP
and CWP and Welfare to Work
• Clean, healthy and livable environments (Municipalities, SANATION of
the Department of Water and Sanitation Affairs Cross line with African
Charter). Refuse removal, preventing illegal dumping, greening
communities, clean up campaigns
Partnerships and behavior change
▫ All activities and campaigns encourage and build community
partnerships incl. NGOs, CBOs, social solidarity and positive
behavior change
8* Improve service delivery programmes and enhance productivity
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Productivity management framework for the Public Service has been
developed by the DPSA
Operations Management Tools inclusive of Service Delivery Model,
SOPs , Business Process Mapping Service Standards are utilised and
sent to DPSA as part of the Integrated three year Service Delivery
Improvement Plan.
9. Empower and Encourage citizen participation in the delivery of public
services
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Provinces have developed
Knowledge and Information
Management Systems including traditional ones and Service
Charter consolidated plan will strengthen their integrated use to
paint a better picture that informs service delivery
▫ Geographic Information Systems (GIS): COGTA, DARD
Human settlements, DPSA (research and Analysis), detailed
GIS data sets
▫ Police information systems
▫ Municipal and provincial monitoring systems
▫ Media monitoring
▫ Ward-level data incl:
 Quality of Life survey
 Mapping of 50 poorest wards etc.
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Departments and Provinces are also implementing other empowerment
campaigns, programmes and projects like Know Your Service Rights
Programme (DPSA), strengthening Integrated Service Delivery
Improvement support programme.
Know Your Ward: Ward profiling including socio-economic profiles,
local organisations, Public Service facilities and field workers
Daily household profiling, including proactively identifying
households needing immediate intervention and support (every week)
Referral and action, including referring needs to the relevant public
service entity for action
Service provided and report back to WSTT/CC
Tracking and monitoring of action (horizontal and vertical)
Reporting back to individuals, households and structures on action
taken
Recording progress and reporting to the next tier in the War Room
system
10. Define service standards in various sectors
Office of Standards and Compliance was established in the DPSA. Other
Departments like DOH developed their Sector Specific one
More and more departments will be doing the same.
11. Presentation on the rest of the presentation.
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