A Multinational Conference on Improving the Quality of Public Services
Moscow, Russia.
June 27-29, 2011
Theme:
Improving the Quality of Public Services
Paper title: The relationship between accountability and customer satisfaction in
Sedibeng District Municipality, South Africa
Author
Dr. LB Mzini
Tel: 016 910 3462/ Fax: 016 910 3451/ Cell: 072 951 6135
Email: Tumi.Mzini@nwu.ac.za
Affiliation
Public Management and Administration
School of Basic Sciences
North West University (Vaal Triangle Campus)
P O Box 1174
Vanderbijlpark 1900
0
The Relationship between Accountability and Customer
Satisfaction in Sedibeng District Municipality, South Africa
Dr. LB Mzini
Public Management and Administration
North West University
Abstract
This paper borders on two aspects of service delivery, namely local government accountability and
customer satisfaction. Local government accountability is seen as a strategic process of heating up local
communities and a way of increasing their awareness of and expectations for local government
authorities. The frameworks of local government accountability arise from the transition of South African
local government, which is inspired by a vision geared towards the developmental role of local
government. Local government in South Africa is thus largely understood in terms of service delivery. To
give effect to the objectives of the new local government system, the 1996 Constitution assigned
municipalities the role to mobilise the economic resources of the country towards the improvement of the
lives of all South Africans.
Customer satisfaction is the state of mind that clients have about an institution when their expectations
have been met or exceeded over the lifetime of the product or service. The management of customer
satisfaction in South African local government has become a critical element in the day-to-day operations
of local government to pursue high performance. Local governments are increasingly setting themselves
strategies to measure and ensure customer retention, and charging their staff to be more customer-focused
and service-oriented. Local sustainable development is a major issue in South Africa. Despite the multifaceted responsibilities of local government to deliver services to their communities and promote local
economic development; municipalities thus face enormous challenges to fulfil the developmental mandate
given them by the new Constitution. The local government deficiencies are marked by development
program which lags behind, caused by the lack of real community participation in the respective
programs.
The performance and accountability of local governments are constrained by a gap that exists between the
impact of customer satisfaction and organizational performance. Furthermore, municipalities often suffer
from weak institutional capacity, limited resources and limited availability of information. Measuring
customer satisfaction is a relatively new concept to the public sector. Greater accountability can
encourage responsiveness to citizens’ voices. This paper attempts to analyse the nature of the relationship
between accountability and customer satisfaction in SDM. It also evaluates the internal and external
mechanism applied to promote accountability and customer satisfaction in SDM. The paper is hinged on
theoretical exposition and empirical surveys for accountability and customer service in local government.
The paper concludes with a set of recommendations for strengthening customer satisfaction and
organizational performance.
1
INTRODUCTION
This study serves to understand the relationship between accountability and customer satisfaction
in local government context. The advent of democracy in South Africa is recognized for its innovative
strategies for political and institutional reforms. Such reforms are vital for dealing with the socioeconomic
and developmental challenges in South Africa. These changes prioritise delivery of basic services to
previously under-serviced communities in South Africa. It is widely acknowledged that the local
government sphere in South Africa is critical to the country’s developmental processes and delivery of
services to communities.
Improving the quality of public services calls for continuous planning and monitoring. The role of
a customer in the public sector has received much attention in a democratic state of South Africa as
compared in the private sector. Customer satisfaction is seen as a central concept in the local governance
context. Public service accountability and transparency in governance have therefore become important
global issues which have attracted the attention of the international community in recent times. Within the
private sector, it is widely accepted that delivering products and services of high quality leads to customer
satisfaction and in turn to higher profits. Companies however, will allocate resources for improving
customer satisfaction only if the effects are satisfying in financial terms (Matzler et al, 2005: 671-672).
The new paradigm of the democratic state emphasizes the role of accountability to citizens and
customers. This is demonstrated by a commitment to measure and report performance. There are
uncertainties about the coping strategies for the South African public service towards its willingness to
implement the principles of the democratic state.
RESEARCH OBJECTIVES
Municipalities are regarded as engines of growth, which are under great strain to meet the growing
demands and aspirations of their people. The study explores the effective and meaningful role of
accountability and customer satisfaction in the local government especially in vulnerable neighbourhoods.
The objective of the research was to:
2
 Analyse the nature of the relationship between accountability and customer satisfaction;
 Evaluate the internal and external mechanism applied to promote accountability and customer
satisfaction; and
 Provide recommendations to strengthen customer satisfaction and organizational performance.
OVERVIEW OF SOUTH AFRICAN GOVERNMENT
There are three (National, Provincial and Local) spheres of government in South Africa. South
Africa is currently divided into nine provinces and 279 municipalities. Municipalities in South Africa are
a division of local government that lie one level down from provincial government, forming the lowest
level of democratically elected government structures in the country (Independent Electoral Commission
(IEC), 2011). The foundation for this layer of government is set out in Chapter 7 of the Constitution of
South Africa. The respective municipalities can belong to one of three categories: metropolitan, district
and local (referred to in the constitution as categories A, B and C). Metropolitan (category A)
municipalities represent large densely urbanised regions that encompass multiple cities and so constitute a
metropolis; for example the Greater Johannesburg Metropolitan Area. There are primarily rural areas,
which are referred as district (category C) municipalities. District municipalities are the main divisions of
South Africa's provinces; they are subdivided into local (category B) municipalities. Local municipalities
share authority with the district municipality under which they fall. Local and metropolitan municipalities
are subdivided into electoral wards (IEC, 2011).
Service Delivery and Local Government Functions
South Africa held its first fully democratic local elections on 5 December 2000. The vision of the
new democratic government was to "work with citizens and groups within the community to find
sustainable ways to meet their social, economic and material needs and improve the quality of their lives".
Local government is the sphere of government closest to the people. Many basic services are delivered by
local municipalities and local ward councillors are the politicians closest to communities.
3
Government has the responsibility to make policies and laws about the rights and responsibilities
of citizens and the delivery of government services (ETU, 2011). Municipalities provide water, sanitation,
refuse removal and electricity services; municipal health services; municipal roads and storm water
drainage; street lighting and municipal parks and recreation (ETU, 2011). These services have a direct
and immediate effect on the quality of the lives of the people in that community.
THEORETICAL BACKGROUND
The concepts Accountability and customer satisfaction are discussed in the subsequent sections.
Accountability
Over time, complex and sophisticated systems of accountability and performance management
have developed to ensure that money is spent in accordance with the wishes of the Parliament and that
public servants are properly accountable for the ways in which they perform and behave (Australian
Government: 2009: 1). The term accountability can be used in a number of different ways, each with
different implications for governing. The discourses and practices of accountability are given much
weight in recent times because they are considered to be an important element of the new paradigm in
present day development practice (Owusu, 2008: 1).
Accountability has always been emphasized as a primary goal of governance and of governance
reform (Andrews, 2003: 8.3) and as a fundamental requirement for democratic government (Government
of Jamaica, 2010: 7). Accountability is an important element of good governance. It involves being
answerable for decisions or actions, often to prevent the misuse of power and other forms of
misappropriate behaviour (Cameron, 2003: 1). The concept accountability arises as part of the process of
delegation. Accountability involves giving an account for actions taken and being held to account for
those actions (Watt et al, 2002: 4). Accountability ensures actions and decisions taken by public officials
4
are subject to oversight so as to guarantee that government initiatives meet their stated objectives and
respond to the needs of the community.
Accountability is a multifaceted concept. Grant and MacArthur (2008: 1) indicate that
accountability can look and function very differently across political systems, but it is always important
because it underpins the allocation and use of power. The concept can be approached from a range of
models and broad headings applied by public and private institutions.
Customer Satisfaction
Customer satisfaction is decided by customer expectation and actual perception, and both factors
are reversely proportional, and the customer satisfaction is positively proportional with the actual
perception (Liu & Fang, 2009: 23). Customer satisfaction is defined as a feeling of pleasure or
disappointment resulting from comparing product’s perceived performance (or outcome) in relation to his
or her expectations (Mortazavi, et al, 2009: 61; Munusamy and Fong, 2008: 69). Customer satisfaction
has also become a strategic goal and a yardstick of success for a vast number of organizations since it
drives the business strategy towards competitive position in the marketplace (Mortazavi, et al, 2009: 60).
Satisfaction is arrived when a person has experienced an outcome that has fulfilled his or her
expectations (Munusamy and Fong, 2008: 69). Customer satisfaction drives the success of an institution
(Center for the study of social policy (CSSP), 2007: 7). Cram (2005) regards it as a qualitative assessment
of the services provided and as a surrogate measure of the value of the services to the customers.
A customer may be internal or external. Internal customers may play the role as a supplier of
municipal services (Juran, 2004). The external customers include the members and groups within
communities that are most often marginalised or excluded, such as women, disabled people and very poor
people. The improvement of customer satisfaction compels institutions to understand their customer base.
5
The public sector provides services for developmental purposes; the absence of a profit motive does not
mean that customer satisfaction is unimportant in the public and non-profit world (CSSP, 2007: 15-16).
ISSUES IN LOCAL GOVERNANCE
The problem of accountability arises from a desire to control a process of delegation. Citizens
delegate power and resources to government organisations and wish to receive an account from those to
whom the power and resources are delegated and also hold them to account (Watt et al, 2002: 2). In order
to increase accountability and reduce administrative violations, reform makers encounter a number of
problems listed below:
 unconducive cultural and historical antecedents;
 lack of institutional capacity;
 the need to choose between administrative control and autonomy of government officials;
 the existence of multiple accountability holders, which creates the problem of competing
interests; and
 an overemphasis on punishment, resulting in neglect of the general goal of increasing the quality
of public administration (ICPS, 2003: 1).
The executive summary of the Emfuleni Local Municipality Annual Report: 2007/2008 also
reports the major institutional and governance challenges encountered prior and during the Project
Consolidate interventions. The following are identified as challenges for ELM:
 Poor Customer Service Ethos
 Lack of Communication and Marketing and Public Relations Capacity
 IDP and Budget Alignment not fully Credible
 Outdated delegations of Authority / Separation of Powers and Functions
 Inadequate Audit Capacity/Integrity
 Poor Risk management
 Major Performance Management System challenges
6
 Non-existence of Inter-Governmental Relations Framework
 Inadequate Information Management and Storage (Emfuleni Local Municipality (ELM), 2009:
15).
Residents of vulnerable neighbourhoods face many challenges to satisfactory services from both
the public and the private sectors. Residents often lack access to the goods and services they need, and/or
they may receive substandard treatment and products. Many low-income communities lack high quality
schools, health care facilities, public transportation, parks and recreation facilities, and many other quality
goods and services that residents of other neighbourhoods take for granted (CSSP, 17). Vulnerable
neighbourhoods may lack the same motivation and incentives for high quality service that prevail in the
business world. In addition, residents are likely to face disadvantages due to lack of information, low
expectations, and lack of political and economic power. At the same time, many of the factors that
contribute to poor customer service are not unique to tough neighbourhoods. By applying customer
satisfaction principles and strategies in these neighbourhoods, the intent is to gain insight and
understanding that can be applied to improve customer service and customer satisfaction in all
neighbourhoods (CSSP, 17).
RESEARCH METHOD
Qualitative approach was adopted to realise the objectives of the study. The aim was to explore
and analyse the context of citizen satisfaction on services provided by local government. The study was
conducted to explore mechanism in place for customer satisfaction in the local government setting. The
aim is to understand strategies that can enhance delivery of basic services to citizens and promote local
governance accountability. Semi-structured interviews were conducted by means of questionnaires. The
design of the questionnaires comprised of likert scale questions and Open-Ended questions. Field trips
were also conducted since the data-collection required evidence from the consumers of municipal
services.
7
The sample was drawn from the low-income households the recipients of local government
services at SDM in Emfuleni Local Municipality (ELM), Lesedi Local Municipality (LLM) and Midvaal
Local Municipality (MLM).
One set of questionnaires was developed. It targeted at the low income households, the recipients
and users of municipal services. The questionnaires were designed to elicit from each group of
respondents their level of satisfaction about the services rendered to them. The questionnaire comprised
of two parts which looked at the demographics of the respondents and the Customer satisfaction level. A
Likert-type scale was used to measure and sum the responses from the respondents. A scale of 1-5 was
used to gather information, semantically defined as follows: 1= Highly Satisfied; 2= Satisfied; 3=
Dissatisfied; 4= Highly Dissatisfied; 5= Do not use service/ Uncertain. Short questions were also asked,
to get responses which included the Yes/No answers. Open-ended questions were also used to broaden
the findings of the research. Satisfaction levels were measured among households and businesses in six
broad categories, namely:

Basic services (electricity, water, refuse collection, sanitation, roads, storm-water, street
lights);

Community services (fire and ambulance, municipal bus services, public toilets, parks,
pavements, street sweeping);

Public safety and by-law enforcement; and

Customer care and Communication efficiency (Visser, 2007).
The abovementioned objectives were realised by means of literature review from selected sources
in the field of accountability, customer satisfaction and local government.
8
DATA ANALYSIS
The sections below illustrate the findings of the surveys conducted. A form of tables is used to
summarise survey results. The tables below contain response categories of the variables. The following
table offer the sample size for this study.
Table 1: Sample size in SDM = (N) 112
Subjects/
Elements
Area
ELM
(vulnerable
groups)
Evaton
Bophelong
Rus-ter-vaal
Sebokeng Hostel
Sharpeville
Sonderwater
Heidelburg Ext 23
Ratanda
LLM
(community
members)
MLM
(community
members)
Sample size proportional
(equal
allocation=
allocation) Frequency (v)
12
12
11
67
10
12
10
11
23
11
Sicelo ext 5
Sicelo ext 5
12
11
Percentage (%)
49%
15%
17
16%
(Sihlaliwe)
ELM has a largest population group. LLM is the second largest population group, whereas MLM is the
smallest municipality.
Table 2: RESPONDENTS Characteristics (N=112)
VALUE LABLE
GENDER
Male
Female
CATEGORY
Youth
Elderly
Disabled
Unemployed
Employed
AGE GROUPS
18-24
25-31
32-37
FREQUENCY (v)
9
PERCENTAGE (%)
57
55
51%
49%
24
20
21
22
25
21%
18%
19%
20%
22%
5
16
18
4%
14%
16%
38-44
45-52
53-65
66 and over
IDENTITY DOCUMENT (ID)
Yes
No
MARITAL STATUS
Single
Married
Divorced
Widow
13
15
35
10
12%
13%
32%
9%
110
2
98%
2%
48
43
5
16
44%
38%
4%
14%
The respondents were selected on the basis of equal representation (gender, category and age).
The South African citizenship is verified by the possession if the identity document. Almost all the
respondents possess the respective document. The possession of such document enables the citizen to
partake in all government activities. In case a community member wish to apply for a service, such as
health or education services, such resident is required to provide his/her details. Failure to supply such
details may disadvantage them. Only 2% of the respondents do not have such document. The lack of this
document affects a lot of other South Africans, whom at the end of the day miss the opportunities of a
democratic society. The lack of ID unable citizens to secure a decent employment; some miss the
opportunity to access the basic services, education and the privileges of a democratic society (voting for
government elections, welfare services)
Residential Data
Shelter is seen as a basic need for communities globally. The table below illustrates the types of
residences occupied by the respondents.
Table 3: Type of residence
TYPE OF RESIDENT
House
Flat
Hostel
Low Cost House (LCH)
Informal residence (shack)
Total
FREQUENCY (v)
24
7
15
39
27
112
10
PERCENTAGE (%)
21%
6%
13%
36%
24%
100%
South Africa comprise of urban and rural areas, with a diversified needs for housing. Five types of
residences are acknowledged in this study, selected from the low income household. The LCH are
provided by government in order to curb poverty and lack of housing. Most of these residences are
owned by the occupants, and they pay for services rendered by the municipality.
Access to Facilities and Service Delivery Conditions
This section aimed to assess whether citizens have access to public facilities and to measure their
satisfaction level on the services provided by the respective municipality. Some services are provided
directly by a municipality whereas some are sub-contracted to a third party. The table below provides
responses from the survey conducted. Two areas are observed in this regard, namely: the access to
facilities and the service delivery conditions from the services provided.
Table 4: Satisfaction Level (N=112)
Municipal services
Residential services
Housing
a.
Water
b.
Sanitation
c.
Electricity
d.
Health services
e.
Refuse removal
f.
Education (Tertiary Schools,
g.
skills development; Early
Childhood Centres)
Urban planning
Roads & streets
h.
Cleanliness of the area
i.
Streetlights
j.
Cemetery
k.
Emergency
Emergency services (fire
l.
brigade; ambulance service)
Safety
Policing
m.
Transport
Public Transport (bus, taxi,
n.
bus)
Recreation
Recreational
facilities
o.
Access to
facilities
Yes
No
Service delivery conditions
1
2
3
4
5
82%
82%
82%
82%
100%
71%
18%
18%
18%
18%
18%
18%
-
82%
82%
82%
82%
32%
82%
18%
18%
18%
18%
18%
-
-
91%
-
80%
-
20%
-
-
100%
82%
82%
45%
29%
38%
38%
55%
45%
32%
76%
82%
27%
29%
24%
13%
13%
18%
18%
-
40%
60%
-
89%
-
-
11%
45%
9%
-
71%
29%
-
-
100%
55%
-
100
%
-
-
-
63%
38%
18%
-
71%
11
-
11%
(community
hall,
park,
sporting fields)
Corporate services
Library
82% 18%
54% 11%
45%
p.
Municipal offices
91%
9% 80% 9% 11%
q.
Postal services
100%
80% 9%
9%
r.
1= Highly Satisfied; 2= Satisfied; 3= Dissatisfied; 4= Highly Dissatisfied; 5= Do not
use service
Customer Service
The respondents were asked if they ever consulted the municipality about their dissatisfactions or
the recommendations about the services received. All the respondents (100%) indicated that they know
their municipal offices and they participate in submitting their complaints. All communities (especially
the homeowners) ought to know their municipality since all services needs to be registered in a respective
municipality. Although they indicated that the responses are delayed, sometimes they receive negative
treatments and negative attitudes from the employees. Community complaints submitted to the
municipality includes the requests to maintain the municipal trees, burst pipes, lack of water and
electricity, theft and long queues at the municipal health facilities. The respondents were asked to indicate
the methods used to raise the abovementioned issues. The study revealed that the personal presentation
(82%) is the most used form of communication to the municipality, followed by telephone (18%) which is
used seldom. The personal presentation is required for signing documents and for first time users of the
municipality. The respondents were also used to rate the services received when they consult the
municipality. The table below illustrates the responses of the individuals.
Table 5: Municipal Service Level
Municipal service level
Customer relations
The customer service representative was
knowledgeable and easy to understand
The customer service representative was able to
handle my problem quickly and to my satisfaction
I was treated with respect by the customer service
representative.
Problem solving
Overall, how satisfied were you with your contact
with customer service?
12
1
2
3
4
5
-
63%
42%
-
-
-
71%
18%
11%
-
-
71%
29%
-
-
-
80%
20%
-
-
Overall, how satisfied were you with the way your
80% 20%
question or problem was resolved?
1= Highly Satisfied; 2= Satisfied; 3= Uncertain; 4= Dissatisfied; 5= Highly
Dissatisfied
-
-
It was indicated that some employees are friendly to the customers whereas some have
negative attitudes to community members. The respondents indicated that where there are such issues of
dissatisfaction they report them to the authority. It was also indicated that they can report the incidents
anonymously. They indicated that the channels of communication between them and the community are
becoming effective. Some indicated that they attend the public participation meetings and this has assisted
to partake in governance. The concerns raised by residents include the high rate of unemployment, crime,
followed by housing and healthcare, corruption and delayed services which resort to violent behaviour
among community members. The three biggest concerns for residents and businesses alike were
unemployment, crime and HIV/Aids, followed by housing and healthcare. The violent behaviour is
witnessed from the municipal attacks, burning public amenities and state vehicles. Such issues needs well
detailed analysis for effective local governance.
The Link between Accountability and Customer Satisfaction
South Africa’s Constitution mandates local authorities to ensure that the provisions of services to
local communities are in a sustainable manner (Khumalo, nd: 3). The institutional reforms in South Africa
were aimed at rationalising the local government sphere and turning municipalities into effective and
efficient service-oriented entities. Municipalities are therefore faced with the task of improving not only
the quantity but also the quality of basic services being delivered to citizens in South Africa. The
subsequent paragraphs describe the link between the two concepts.
The ‘CAR’ Framework
Figure 1 present the framework for understanding the link between the two concepts within the
governance agenda (Grant and MacArthur, 2008: 3). Accountability is fundamental to good government.
It is one of the cornerstone values of an open democratic society. In a democratic state, the key
13
accountability relationships are between citizens and the holders of public office, and between elected
politicians and bureaucrats (Australian Government, 2009: iii).
Figure 1: The ‘CAR’ framework
Source: Grant and MacArthur (2008: 3)
Grant and MacArthur (2008: 3) points out three elements that make up the CAR framework,
namely capability, accountability and responsiveness. These elements complement each other and form a
virtuous cycle of good governance. Good local governance does not focus only on service delivery but it
also strives to preserve the life and liberty of residents. The link between accountability and customer
satisfaction is supported by the participation processes which enable democratic participation and civic
dialogue. The creation of communication channels enable communities to facilitate outcomes that can
enrich the quality of life of residents (Ghosh, nd: 1). Good governance is further substantiated by the
Inter-governmental relations and integrated development planning
Balance scorecard
The link between the concepts accountability and customer satisfaction is illustrated in the
framework of the balanced scorecard. The scorecard is used to assess the performance and strategy in a
highly integrated fashion (Johnson & Gustafsson, 2000:30). As a management tool it provides senior
managers with a comprehensive set of measures to assess how the organisation is progressing towards
14
meeting its strategic goals (Smith, 2007:168). Institutional business approach can be viewed from four
different perspectives: the customer perspective, an internal business perspective, an innovation and
learning perspective, and the financial or shareholder perspective. The figure 2 below illustrates
accountability can be linked to customer satisfaction.
Figure 2: Balanced Scorecard Framework
Financial
Customer
Vission
and
Strategy
Internal
Business
Process
Learning
and
Growth
Source, Kaplan & Norton, 1996:9
The link between the two concepts starts with the mission, goals and objectives of an institution.
In this regard the balanced scorecard translates institutional mission and strategy into business orientated
approach (Kaplan & Norton, 1996:25) and it also assist managers to be aware of performance deviations
from expectations. The framework indicates that the elements of a business are linked together. Above all
the customer perspective enables institutions to align their core customer outcome measures (satisfaction,
loyalty, retention and profitability) to targeted customers and market segments (Kaplan & Norton,
1996:26). This also involves planning (Integrated Development Planning- IDP) for service delivery in a
respective municipality. Local municipalities in South Africa make use of the IDP as a method to plan
future development in their areas. The IDP is an approach to planning that involves the entire
municipality and its citizens in finding the best solutions to achieve good long-term development (ETU,
2011).
15
Bathopele Principles
Eight Batho Pele principles (people first) were developed to serve as acceptable policy and
legislative framework regarding service delivery in the public service. The principles aims to promote and
maintain high standards of professional ethics; provide service impartially; utilise resources efficiently
and effectively; respond to people's needs; encourages citizens to participate in policy-making; and to
render an accountable, transparent, and development-oriented public administration (DPSA, 2011). The
public sector uses the eight principles to maintain the mandate of the developmental state. On the other
hand customers may use the generic dimensions to evaluate service quality. The table below illustrates
the relations of the concepts (Munusamy and Fong, 2008: 70). The indicators are more or less the same.
So this proves that there is enhanced coalition among the elements of the public sector.
Table 6: Batho Pele Principles and Customer Generic Dimensions
THE BATHO PELE PRINCIPLES
CUSTOMER GENERIC DIMENSIONS
Consultation
Credibility
Setting service standards
Reliability; Competence
Increasing access
Tangibles; Access; Security
Ensuring courtesy
Courtesy
Providing information
Communication and Customer Knowledge
Openness and transparency
Responsiveness
Redress
Value for money
Source: DPSA, 2011; Munusamy and Fong, 2008: 70
Accountability Relationships
Figure 4 below illustrates the accountability relationship whereby the role players in the service
delivery context depend on each other. The relationship between the two concepts is in a cyclical pattern.
It is impossible to detach the existence of customers from the accountability process. Accountability to
citizens and customers is demonstrated by a commitment to measure and report performance. The
accountability of the new paradigm is citizen based, market driven, and distinguished by the concept of a
relationship between administrators and the citizens and customers (Kelly, 2005: 76). Therefore
accountability is an integral and indispensable part of establishing effective relationships for getting
16
things done and taking responsibility, including when assigning authority and resources (Government of
Canada, 2002).
Figure 4: The ‘Framework of Accountability Relationships
Source: Grant and MacArthur (2008: 6)
Achieving high levels of customer satisfaction requires that organizations continually
monitor and examine the experiences, opinions, and suggestions of their customers and people who are
potential customers. Improving service quality to meet customer’s standards is an ongoing part of doing
business. In this way, customers drive the market and the organization (CSSP, 2007: 7). All these
methods have their own challenges to which possible solutions need to be found if the process is to be
sustained. Accountability is also important for government itself. It provides government with a means of
understanding how programs may fail and finding mechanisms that can make programs perform better
(Peters, 2007: 15). The Government of Canada (2002) defines accountability as a relationship which is
based on the obligation to demonstrate and take responsibility for performance in light of agreed
expectations. The study conducted can confirm that there is connection between the two concepts
accountability and customer satisfaction.
17
MECHANISMS OF ACCOUNTABILITY
Accountability is a central feature of governing, and steering, society (Peters, 2007: 19).
Accountability mechanisms should also be conceptualized as a means of providing governments with
feedback about their activities, providing them with the means of improving the delivery of public
services. All organizations must be able to identify their successes and failures and to learn from these
outcomes; government perhaps more than others must be able to respond based on its own prior actions
(Peters, 2007: 18).
As a control system accountability improves behaviour, productivity, outputs, outcomes and
impacts of the institutions. It also serves as tool to link individual, institutional and public performance to
the formulation of outcomes and impacts in the public interest. Modern public management is in constant
search for improvements in the efficiency and effectiveness of the use of public resources in the pursuit of
the public´s interest (Government of Jamaica, 2010: 7). Accountability mechanisms enable managers to
gain information about and control those with delegated authority (Watt et al, 2002: 7).
Accountability also consist of the processes, tools, norms and structures that require powerful
actors (governors) to answer for their actions to another actor (the governed), and/or suffer some sanction
if the performance is judged to be below the relevant standard (Grant and MacArthur, 2008: 1). The
mechanisms are analyzed along three dimensions of Accountability, these maybe upward–downward,
internal–external, and functional–strategic (Alnoor, 2003: 813). Accountability tools refer to discrete
devices or techniques used to achieve accountability and are often applied over a limited period of time
since they can be tangibly documented, and can be repeated over time. The process mechanisms such as
participation and self-regulation are generally more broad and multifaceted than tools, while also being
less tangible and time-bound, although each may utilize a set of tools (such as participatory rural
appraisal) for achieving accountability (Alnoor, 2003: 815). Process mechanisms thus emphasize a course
of action rather than a distinct end-result, in which the means are important in and of themselves. Various
tools are used to monitor the performance of local government for promoting accountability and customer
18
satisfaction. The following paragraphs describe how accountability is practiced in SDM as related to other
municipalities.
Performance assessment and evaluation
Assessments and evaluations are essential in the public sector for deciding whether the institution
can continue to provide services or substitute the methods of service delivery. Performance assessment
and evaluation forms part of accountability tools used in the public sector to facilitate accountability.
This includes external and internal evaluations (Alnoor, 2003: 815). Evaluations are used to measure
progress towards the achievement of policy objectives; to provide political or financial accountability;
and for public relations purposes (Cloete et al, 2006: 248). Performance management as a mechanism for
feedback from policymaking activities may be used to measure the performance in the local government.
Performance measures may provide useful information for subsequent rounds of policy choices (Peters,
2007: 19).
Oversight committees
Governance in the public sector is executed the same as in the corporate sector. Both institutions
strive to eliminate unethical behaviours impacting the institutional performance and citizen’s trust to
government. The governance structure of the SDM consists of the Council (Legislature) and the Mayoral
Committee (Executive). The Sedibeng District Council which is the Local Legislature has both the
legislative and executive powers and is responsible for accountability and oversight (SDM, 2009:41).
Oversight committees are an integral element of public accountability and governance (Nashwa, 2005:
42). An institution may have different committees to monitor performance in the respective institutions.
To ensure accountability in SDM, the following committees are present to safeguard the public interest
and loyalty. The respective committees includes the: Council; Mayoral Committee; Section 79
Committees; Section 80 Committees; Audit Committee 2008/2009; RISK Committee; Remuneration;
Committee; RISK Committee; and Bursary Committee (SDM, 2009: 41-43).
19
The respective committees perform their duties as per the functions of the municipality. These
structures are responsible for accountability and oversight matters (SDM, 2009: 41). The respective
committees are made up of councillors from political parties represented in the Council; and the members
who represent the community. For example the audit committee and the bursary committee comprises of
members of the public i.e. educationists, women, youth and people with disabilities. The audit committee
is an integral element of public accountability and governance. An effective audit committee can increase
the integrity and efficiency of the audit process, as well as the system of internal controls and financial
reporting (Nashwa, 2005: 42). The Bursary Committee oversees and facilitates the awarding of bursaries
to needy students and oversees the bursary process to ensure that no financial mismanagement occurs and
conflict management (SDM, 2009: 43). The credibility of the oversight committees is strengthened by its
qualities to fulfil its duties by means of independence, communication, and accountability (Nashwa,
2005: 42).
Participation
The relationship between government and citizens is essential for achieving developmental goals
of an institution. Participation serves as a process for enhancing accountability. Participation in
accountability frameworks is distinguished between different levels. These may involve obtaining
information about a planned project being made available to the public (Alnoor, 2003: 818), public
meetings or hearings, surveys, or a formal dialogue on project options. Participation can also occur
through the involvement of leaders of legitimate organisations in the community who represent different
interests and segments in the respective community (Cloete et al, 2006: 115).
In SDM the following activities are in place to boost participation in local governance:

Know Your Service Rights Campaign was held as part of Human Rights Month activities;

Established a Batho Pele Office;

Service Delivery Charter was made available to inform communities of commitment to service;

Distributed Batho Pele Material at Sedibeng Offices (posters/pamphlets/booklets); and
20

Networking with certain NGOs, Local Municipalities and other Departments (e.g. Home Affairs,
hospitals) (Sedibeng District Municipality, 2009: 41).
Complaints Management System
Accurate measurement of customer satisfaction is a prerequisite for developing effective
management strategies. Measuring customer satisfaction provides an indication of how successful the
organization is at providing products and/or services to the marketplace. Customer satisfaction is
measured at the individual level, but it is almost always reported at an aggregate level. Client satisfaction
data can be collected for accountability, to use to influence and for continuous improvement (Cram,
2005).
Citizens have a limited voice in the composition of the package of services they receive, yet they
have a stake even in the ones they don’t consume (Kelly, 2005: 79). Complaints offer businesses an
opportunity to correct immediate problems. In addition, they frequently provide constructive ideas for
improving products, adapting marketing practices, upgrading services, or modifying promotional material
and product information (Government of Canada, 2011: 2). Complaints and complaint trends informs the
business on how to do its job better by alerting management to problems that need prompt attention and
correction. Furthermore, they indicate long-range opportunities for product innovation and problem
prevention (Government of Canada, 2011: 3).
Several issues may force institutions to measure customer satisfaction. Andrews (2003: 8.10) identifies
areas of concerns for measuring customer satisfaction in the public sector. The identified areas include the
changes in resource responsibility; changes in responsiveness and performance; changes in process
transparency; changes in corruption and changes in political/administrative accountability (Andrews,
2003: 8.10-8.13).
21
RECOMMENDATIONS
A series of violent service delivery protest reveals that there are problems in the South African
municipalities. Inappropriate conflict management mechanism between the government and the citizens
requires effective strategies that can alleviate the tensions within municipalities. Government is
responsible for actions that are consistent with the long-term well-being of community as well as
responsiveness to the demands of citizens (Shah, 2007: 122). The following are recommended for
Improving the Quality of the Public Services:
Complaints Management System (CRM): A well planned system for screening and recording complaint
data is required to provide business owners and managers answers to such important questions as the
following: A complaint management system must be visible and accessible in order to serve consumers
and accomplish company goals (Government of Canada, 2011: 4).
Measuring customer satisfaction: Citizen evaluations of service quality can reveal service outcomes
when administrative outcome measures do not, simply because they capture a subjective assessment of
service quality (Kelly, 2005: 79). Achieving high levels of customer satisfaction requires that
organizations continually monitor and examine the experiences, opinions, and suggestions of their
customers and people who are potential customers. Improving service quality to meet customers’
standards is an ongoing part of doing business. In this way, customers drive the market and the
organization.
CONCLUSION
This paper discussed the relationship between accountability and customer satisfaction. The study
proved that there is a link between the state and the citizen. The relationship between local government and
civil society has a critical impact on the potential for local government to promote development. Legislation
and policy directives emphasise the role of community participation in local government planning and
implementation. Various methods are identified for improved service objectives. The new paradigm
shifted from monopolised governance to good governance. The shift puts emphasis on customer
22
orientated local government. Accountability is fundamental to good government. The multi-faceted role
of accountability in the public sector enables individuals to seek for the true meaning of good governance.
In the public sector, accountability is characterised by a direct authority relationship within which one
party accounts to a person for the performance of functions conferred by that person or body. Internal and
external accountability exist in the local government context. It is evident that the involvement of citizens
may enhance the municipal planning and decision-making process effective. It also creates opportunities
to manage local governance in an open, fair and democratic context. Several meetings were undertaken
the process in SDM, however community members are reluctant to participate in these processes.
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