service delivery

The Ibrahim Index of African Governance

storytelling — Fri, 09 Oct 2009 01:29:00 -0600

The Ibrahim Index of African Governance is a comprehensive ranking of African countries according to governance quality. Funded and led by an African institution, the Ibrahim Index aims to be Africa’s leading assessment of governance that informs and empowers citizens to hold their governments and public institutions to account. Thus it is hoped to stimulate debate in a constructive way and establish a framework for good governance in Africa.

The Ibrahim Index measures the delivery of public goods and services to citizens by government and non-state actors. The Ibrahim Index uses indicators across four main pillars: Safety and Rule of Law; Participation and Human Rights; Sustainable Economic Opportunity; and Human Development as proxies for the quality of the processes and outcomes of governance.

The Ibrahim Index assesses governance against 84 criteria, making it the most comprehensive collection of qualitative and quantitative data that measures governance in Africa. The criteria are divided into four main categories and 13 sub-categories. The indicators that make up the sub-categories are based either on official data (OD) or expert assessment (EA).

The 2009 Ibrahim Index includes new indicators more regularly updated, and therefore more immediately reflective of current reality. The index has also been extended this year to consider the entire continent, not just the sub-Saharan region, following consultation with stakeholders and in consideration of the geographic and political links between all African countries.

In addition, the Ibrahim Index will be compiled in partnership with African academics and researchers. Already, experts from various African institutions including: Afrobarometer, the American University in Cairo, the Council for the Development of Social Science Research in Africa (CODESRIA – in Senegal), and the Institut de Recherche Empirique en Economie Politique (IREEP- in Benin) support the Foundation’s research team. These experts sit on the Academic Advisory Council and Technical Committee, whose work is overseen by the Foundation’s Director of Research, Dr Hania Farhan.

We are deeply committed to this partnership with institutions on the continent and to developing capacity within them so that in the years to come they will be full partners in the compilation of the Ibrahim Index. This is part of our commitment to further entrench the continent’s ownership of governance issues and to improve the quality and availability of data.

The lack of sufficiently robust and comprehensive data to assess African progress is striking in all the components of the index. This unavailability of data has led us to exclude a number of indicators, particularly those that assess poverty and vital aspects of health service delivery, which are major issues for developing countries. This is a pragmatic choice and finding strong poverty and health indicators in future years will be a core priority for us.

Mo Ibrahim Foundation and Index Website

KM & Governance

A Users' Guide to Measuring Local Governance (2009) UNDP Oslo Governance Centre

storytelling — Sun, 16 Aug 2009 03:15:46 -0600

This is a useful guide from the UNDP Oslo Governance Centre on the evaluation of the many tools to measure Local Government. Specifically the guide covers:

Urban Governance Index (UN-HABITAT)
Local Governance Barometer (Impact Alliance)
Good Governance for Local Development – GOFORGOLD Index (Afghanistan)
Local Democracy Assessment Guide (International IDEA)
Indicators of Local Democratic Governance (Tocqueville Research Centre & OSI)
Methodological Guidelines for Local Governance Analysis (UNDP)
Governance Index (Indonesia, Kemitraan - Partnership)
Measuring Municipal Performance – MIDAMOS (Paraguay)
Observatory of Democracy in Central America: System of Legal and Institutional Governance Indicators for Central America (Centro Estudios para el Futuro)
Desde lo Local – Strategic Decentralization for Local Development (Mexico)
Council of Europe’s Guide to Developing Well-Being & Progress Indicators with Citizens - Application of the Governance Module in Timisoara (Romania)
Citizen Report Cards (Public Affairs Centre, India)
Social Audit of Local Governance (Bosnia and Herzegovina)
Social Audit of Governance and Delivery of Public Services (Pakistan)
Local Governance Self-Assessment (Bangladesh)
Governance for Local Development Index - GOFORDEV Index (Philippines)
Assessments Informing Performance Based Grant Systems (UNCDF)
Local Governance Performance Management System (Philippines)
Index of Responsibility, Transparency and Accountability (Macedonia)
Standards of Municipal Transparency (Chile)
Local Integrity Initiative (Global Integrity)
Methodology for the Assessment of Capacity of Municipalities in Turkey and the Western Balkans to Deliver Basic Services (UNDP)

KM & Governance

Service Delivery

africanstory — Tue, 28 Jul 2009 04:10:31 -0600

Many people in government and in the ANC do not agree that service delivery has failed in South Africa. It seems there is no agreement about what is Service Delivery or how it should be brought about or made to happen. Many people also do not know why it was called Service Delivery in the first place; but the unending spate of public protests definitely spells it out loud and clear that there is something wrong with Service Delivery in South Africa.

Service Delivery is a collective term and may include a vast array of factors residing almost in all spheres of government, communities and municipalities which may make it possible to achieve success in improving the quality of life of ordinary South Africans.

For a system to function well, all its subsystems should be in place and also functioning well. A system failure like the one seen in service delivery failure in South Africa can be compared to a medical syndrome situation. There are so many things going wrong and not working such that fixing one or two subsystems may not guarantee success or general good health of the system. Everything seem to be ailing in local government.

Local government needs commitment from its leadership to do the right things first, and do them right. The only unfailing indicator of the persistence of the problem is the amount of resources: human, material and monetary, that the sector sucks up without any positive results. It’s like buying fuel and paying for it, but not reaching the destination. We are somewhere many millions of miles away from our stated objectives.

South African municipalities are in the ICU and are kept on the life support system. Maybe the doctor has to pull off the plug. Perhaps it is the only way to make sure that new ideas, new leadership and new ways of doing things can be allowed to emerge and correct the situation. In the meantime the patient vehemently denies that they need emergency help and are chronically sick … and we wait and wait…. For the inevitable….

By Chakijane - (Due to my current involvement in local government it is unfair and contrary to confidentiality agreements to divulge my identity).

Fireside Chat

Integrated Development [IDP] Service Delivery Impact Assessment Study: A case study from Buffalo City Municipality [BCM]

KMAadmin — Thu, 23 Jul 2009 07:03:47 -0600

By: Jack Fine and Thembisa Norushe

INTRODUCTION AND BACKGROUND

The Director-General: Provincial and Local Government, Msengana-Ndlela, (2006), identified that the provision of basic service delivery and infrastructure still has to face the challenge of the slow pace and poor quality of service delivery. Specific mention was also made of the water, sanitation, and housing backlogs (Msengana-Ndlela, 2006:28).

BCM has made significant progress in meeting the basic needs of the majority of its population through the provision, expansion, upgrading and building of the necessary services. However, service delivery still has to overcome a number of challenges and setbacks in order for BCM to fully realise its aims and objectives to service the entire population within its jurisdiction.

In such a context, it is crucial for the municipal authorities to market the successes achieved to date in service delivery development. It is vital for people to see the extent to which BCM’s Management lives up to the long-term vision of the municipality as outlined within the context of the Integrated Development Plan (IDP) (2006/07:14) to ensure ”A people centred place of opportunity where the basic needs of all are met in a safe, healthy and sustainable environment.” The Municipal IDP necessitates that service delivery plans coincide with the strategic plans for the municipality as articulated in the annual objectives of the IDP of the Municipality. BCM (2006/07: 72) has explicitly maintained that it aims for a municipality that is “… well structured, efficient and (which) supports sustainable human settlements, thus enabling residents to meet their physical, social, developmental, cultural and psychological needs” in progressing towards basic services for the 30% of households that still lack adequate transport, social services, economic opportunities and an enriching environment.

PROBLEM STATEMENT

South Africa has recently seen a number of often violent Community protests targeting local Councillors and Councils in a number of municipalities across the country, amidst claims by Communities of non-existent or slow service delivery and the perceived failure of Councillors to meet the expectations of the local Communities they serve. BCM has not been immune to such actions, with a number of instances where calls for the dismissal of Councillors believed to have failed the local Communities, and concurrent demonstrations reported in the local media. While the objects of protest, including education and crime, are often matters outside the legislated competencies of Local Government, and within the jurisdiction of Provincial and National government, such behavior clearly points to the importance of meeting the needs of all the Communities comprising BCM

RESEARCH QUESTIONS

The research aimed at answering the following questions from Communities:

Mention the positive impact that service delivery from BCM has made on your Communities’ lives in your Ward?”
“Tell us about the challenges that still exist (if any) with respect to service delivery in your Ward?”
“How can service delivery be accelerated in your Ward?”

Ward and Proportional Representation Councillors, and BCM Officials were required to present relevant Projects while being filmed. The study aimed at answering similar questions:

What impact will this Project have on the surrounding Communities?”
”What problems have been experienced with this Project?”
“What progress has been achieved with this Project “
“What are the sources of funding and the costs involved in this Project?”

OBJECTIVES AND SCOPE OF THE STUDY

The objectives of the study were to:

To explore and describe the extent of service delivery in BCM
To describe how BCM Communities view municipal efforts at service delivery
To investigate and describe how BCM Ward and Proportional Representation (PR) Councillors see the progress made in delivering on the mandate to provide their constituencies with basic service delivery
To provide BCM employees with a marketable visual record of the progress made by BCM in service delivery
To make recommendations with regard to strengthening support for improved service delivery to BCM Communities.

The scope of this study in particular, looked at service delivery developments surrounding; housing; water and sanitation; primary municipal health services Electrification; transport and traffic engineering; local economic development and tourism, agricultural development; urban renewal programmes roads; and community services facilities

RESEARCH DESIGN AND METHOD

The research design of the study included two phases. A qualitative, exploratory, descriptive and contextual research design was employed to get a deeper understanding of the impact of service delivery in BCM (Polit & Hungler, 1999:194-196; Babbie, 2004: 89, 370).

Method

SettingThe study was conducted at BCM which falls under the Amathole District Municipality (ADM) in the Eastern Cape Province, Republic of South Africa (RSA). This municipality has 45 Wards, a population of 724 312 and 208 389 households in 2007 (Statistics South Africa, 2008) and a staff complement of about 4 600.These Wards include urban, peri-urban and rural areas.

Population and Sampling
The sample was chosen from the research population consisting of 3 main groups, on the basis of non-probability purposive and convenience criterion- based sampling. The Population consisted of:

Members of BCM Ward Communities
BCM Officials
BCM Ward/PR Councillors

The following criteria had to be met for inclusion in the study:

Group 1: BCM Ward Communities

Residing in relevant Ward
Wiling to participate in the study
Both genders to be included
Representatives of main cultural groups predominant in BCM
Representatives of Urban, Peri-urban and Rural Communities
Set of age categories

Group 2: BCM Officials

Relevant ability to explain and describe their IDP service delivery Projects
Relevant Programme Managers related to IDP and service delivery Projects

Group 3: BCM Ward/PR Councillors

Official representatives elected in each Ward
Official PR representative assigned to some Wards
Knowledge to explain and describe IDP service delivery Projects

Collection Method

The interviews of Community members took place in a series of Community meetings, convened and facilitated by Councillors and Ward Committees in Community halls. Meetings either comprised individual Wards or a cluster of Wards, with an attendance ranging between 10 to 250 Community members, together with Ward and PR Councillors and BCM Officials. A total of 905 Community members participated.

The data collection method included observation, semi-structured and in-depth interviews as well as un-structured conversations on a group rather than individual basis by the researchers to facilitate broader discussion and greater engagement with the issues raised (Kvale, 1996:81-107; De Vos, 2000:25). Data was collected by means of a Video Camera. Muller (1995:69) states that these methods of data collection enrich data. The interviewer created a context where the research participants could speak freely and openly by utilising interviewing strategies such as paraphrasing, probing, summarising, clarification, minimal verbal as well as non-verbal ques (Wilson & Kneils, 1996:110-131). During the interviews, the researcher used bracketing (placing preconceived ideas aside) and intuition (focusing on the lived experiences of the various participants regarding impact assessment of IDP service delivery).

While the interviews were in progress, another researcher took descriptive, observational, theoretical and personal field notes since memory cannot be trusted (Babbie, 2004:305). The observations included seating arrangements of the participants, the order in which people spoke to aid voice recognition, non-verbal behaviour of the participants, themes that were striking as well as personal thoughts, hunches, impressions and ideas, environmental factors, and any problems experienced. Taking the foot notes assisted in transcribing and was the first step of data analysis. Interviews were conducted until data saturation occurred, as this was demonstrated by repeating themes. Saturation of data therefore determined the sample size (Chakalane-Mpeli, 2004:27; Burns & Grove, 2007:348).

From a total of 175 IDP and Executive Mayoral related Projects initiated over the past 3 years at various stages of development and implementation, the research team in consultation with representatives of Senior Management identified a total of 115 new and ongoing operational Projects for site visits with Officials and Councillors. Projects still in the planning phase, and the numerous Settlement and Forward Planning and Survey activities were discounted as there was no physical evidence to illustrate visually. Such consultation also enabled the identification of relevant Officials to provide the details of their Projects. These Officials were mandated by Senior Management to represent the municipality in highlighting these Projects

A pilot study was conducted in the 10 Wards that comprise Mdantsane, in the same BCM to test the research design and method, so that adjustments could be made to the tool if necessary. Following the Pilot study, adjustments were made to the semi-structured questionnaire.

Data Analysis

In order to categorise, order, manipulate and summarise data to obtain answers to research questions (Kerlinger 1986: 23), the transcriptions and field notes formed the data base. The data was transcribed verbatim during the 24 hours following each interview. The data were analysed using Tesch’s method of descriptive analysis (Krefting 1991, [in Creswell, 1998]; Marshall & Rossman, 1995).

An independent coder was used to analyse data and, through consensus discussion, the themes and sub-themes were finalised. Literature control was used to verify these findings.

ETHICAL AND LEGAL MEASURES

Permission to conduct the study was obtained from BCM. Consent was also obtained from research participants. A high quality of Ethical Standard (Strydom, 2002:64) was adhered to throughout the study with due regard to the quality of the research, issues of informed consent, confidentiality and anonymity, to ensuring the freedom from harm for participants, to not deceiving participants and in releasing findings to relevant stakeholders.

TRUSTWORTHINESS OF THE STUDY

Guba & Lincoln’s Model (1985:290) of Trustworthiness was utilised to ensure trustworthiness (Krefting, 1999:212-216). The criteria used from trustworthiness were credibility, transferability, dependability and confirmability

DISCUSSION OF FINDINGS

1. BCM COMMUNITY MEMBERS

With regard to the Themes relating to: POSITIVE IMPACTS RE-SERVICE DELIVERY IN THEIR WARDS, four Major Themes emerged:

Improved infrastructural development and provision
The following findings concerning infrastructural development and provision were made:
- Roads:
  Participants pointed to recent interventions by BCM in improving the quality and accessibility of roads and pavements in their areas, through the repair, reconstruction, and tarring of main roads, the fixing of potholes and the provision and/or repair of gravel roads. There was however the feeling that much more still needed to be accomplished in this respect.
- Housing:
  Developments surrounding the construction and hand-over of new houses were also viewed as positive in at least providing for some of the shelter needs of the local Communities, and lessening the tension and conflict inherent in the house sharing scheme introduced by the former homeland government, through enabling more families to possess their own houses.
- Sanitation:
  The provision, replacement and improvement of sanitation facilities within individual households and the improvement and expansion of sanitation infrastructure was also regarded as a manner in which the lives of BCM Communities had improved. The dismantling of the Bucket System, the provision of toilets at the level of the household, and the work done on new and existing pipelines were also specifically mentioned.
- Electricity:
  Community participants praised BCM for the introduction of high mast street-lighting, thereby increasing and improving the safety in these areas during the night. The electrification of houses was also mentioned
- Free Basic Services:
  A major positive development across the municipal area has been the introduction of free basic services – 600 litres of water and 60KW of Electricity- to the indigent and poorer sections of the BCM client base.
- Recreation:
  Mention was also made of the improvements in Youth Recreational facilities, in upgrading and fencing current sports facilities, and providing new sports facilitates
- Water:
  The advent of a regular, consistent and quality supply of water through the provision of water tanks and taps was also raised as an important achievement, as was the timely response to rectifying water problems on complaint.
- Community Facilities:
  Improvements and expansion of Community facilities - halls, clinics and crèches - were furthermore noted.
Increased employment and higher skills levels
BCM LED Projects, skills and small business development programmes and employment opportunities were also hailed for their efforts at reducing the levels of poverty in BCM, even though the employment opportunities were often only temporary.
Better mechanisms for communication and engagement to improve the situation at the Ward level
Improved communication and engagement mechanisms for communities and individuals to contribute to the city were noted with respect to:
- The IDP process along with the Executive Mayoral “Imbizo” schedule of meetings.
- The accountability and accessibility of Ward Councillors.
- Improved customer service at counter level and the promptness of BCM in responding to complaints and problems, and various natural and human made disasters.
- The R100 000 Ward-based grants allocated by the Executive Mayor for Projects which prioritise local needs.
Unique themes emanating from the study
Certain Wards revealed unique and different patterns and issues such as:
- The assistance provided by BCM in improving agricultural Projects, mostly through the purchase of tractors and other implements, the fencing of farming land, plot allocation and provision of land for grazing and watering of animals and agricultural produce in rural areas, and
- Improvements in the lives of people with disabilities, public transport facilities and heritage Projects in township areas

With regard to the CHALLENGES THAT STILL EXIST RE-SERVICE DELIVERY IN THEIR WARDS, four Major Themes emerged:

The lack of an effective and efficient system of Monitoring and Evaluation [M and E], feedback and accountability

The most significant finding related to the lack of an effective and efficient system for monitoring, evaluation, feedback and accountability, most noticeably in the housing arena, but also apparent in other areas of municipal delivery, participants pointed to challenges surrounding:

Human resources and labour issues in contributing to delays in or non-completion of Projects,
Poor processes of engagement and communication and
Confusion over the division of roles and functions of the three spheres of government- Local, provincial and national. Respondents for example mentioned challenges surrounding schooling and crime-fighting as significant problems in their communities. These are however, national and provincial competencies rather than municipal level concerns.
The tendering process, again with severe negative consequences for effective and efficient service delivery.
While a number of Projects had been initiated, and work commenced, the progress towards completion was often slow and delayed due to the lack of coherent and consistent system of holding contractors and service providers accountable. In some instances, these Projects had even been abandoned before they were completed.
Processes of engagement and communication with BCM officials and Councillors also necessitate significant improvement, due to the:
- Lack of material benefit actually accruing to communities despite promises of improved services, facilities and performance,
- Lack of follow up on Projects, the inaccessibility/ invisibility of some BCM Officials and Councillors,
- Slow rate of response to complaints,
- Lack of periodic review of the needs of individual communities,
- Divide and rule tactics employed by some Councillors, and
- The concurrent high degree of antagonism shown by Community Members towards BCM Officials and Councillors

Limited delivery regarding Infrastructure development

The major challenges presented related to the same functions as those where progress was noted- infrastructure development surrounding roads, housing, sanitation, and street lighting-leading to the conclusion that although there has been positive momentum, the quality, pace and extent needs to be increased.

Roads:
The challenges posed by low quality, narrow untarred access and internal roads, full of potholes and cracks and without speed humps, for emergency services, police, funeral processions and refuse collection were particularly severe, as was the issue of safety on these roads. The limited provision of pedestrian and/or motor vehicle bridges connecting Communities to other parts of the city also presented with negative consequences.
Housing:
Housing was identified as the most important infrastructural challenge, with the large backlog, problems surrounding the sharing of houses, slow pace of resettlement and contractor problems-uncompleted Projects, labour and financial issues, Project management, low quality of workmanship- raised as major issues.
Safety and Security:
Action is also warranted to solve the potential health, safety, crime and security problems through increased streetlighting, expanded upkeep, increased electricity distribution, and cleaning and maintenance of public spaces.
Water:
The efficient and effective provision of safe and clean water to Communities was also less than optimal, with Communities pointing to a limited number of taps provided by BCM, an ineffective and inefficient water supply system where a single fault could negatively affect a number of neighbouring units, areas, suburbs and villages, the inaccessibility of water services and the limits on the amount of water provided to households.
Sanitation:
The obstacles blocking service delivery in the wastewater and sanitation sector included sewerage infrastructural problems, payments for sanitation services and limited household toilet facilities.
Community Facilities:
The lack of sufficient Community Halls, Clinics, Crèches and other Community facilities, as well as limited maintenance of existing Community facilities were also mentioned as a factor curtailing effective and efficient service delivery.
Sports Facilities:
Challenges were also noted in the problems posed in relation to the role of sports and recreation facilities in youth development and anti-crime programmes.
Financial Constraints:
Participants also revealed a number of financial constraints and problems, limiting effective and efficient service delivery throughout BCM, including the administrative and bureaucratic difficulties in the accessing, application and implementation of the indigent policy system for free electricity, water and sanitation in all areas in a uniform manner.
Uneven Service Delivery
It was also clear that the levels and type of service delivery differed considerably across type of settlement-urban, rural and peri-urban, across political environments and across the township-suburb divide.
Rural Areas
It was also apparent that the problems and challenges of service delivery noted in urban areas were magnified in rural areas. People in the rural areas were also more likely to advance agriculture-related concerns, particularly in relation to the failure of agricultural Projects, grazing and fencing issues

Decreased mechanisms for employment opportunities

Developments surrounding the creation of employment opportunities were thought to have only made a slight dent in the high unemployment figures in BCM, with criticism also leveled against the system of temporary employment utilised by BCM, and hiring of people from outside the immediate area.

Unique Themes emanating from the study

A number of Wards identified challenges unique to their area,including:

Lack of access for people with disabilities at BCM offices,
Insufficient utilization of tourism potential,
Delays in removal of large stones blocking roads,
Non payment of Liaison Officer,
Classification between urban and rural areas,
Lack of benefits for youth forum, and
Payment for use of BCM hall facilities.

With regard to the Themes relating to: HOW SERVICE DELIVERY CAN BE ACCELERATED IN THEIR WARDS, three Major Themes emerged:

Increase levels and systems of coordination between BCM and Communities

It is necessary to increase levels and systems of coordination, communication, interaction and cooperation. In addition, participants pointed to the need for an improved system of cooperation between the three spheres of government, through strengthening of Intergovernmental relations. Better Service Delivery would therefore require:

Mechanisms for answering questions and dealing with grievances,
BCM to get to know the communities and their needs first before beginning Projects,
Advance communication,
Strengthening cooperation between BCM and the Local Community, and Increasing transparency.

Accelerate pace of service delivery by improving financial/funding systems

Research participants suggested the following mechanisms to accelerate the pace of service delivery in BCM:

Improved the budget system;
Use volunteers/local people;
Budget according to Ward priorities and needs;
Basic servicing;
An integrated budget; and
Speeding up of infrastructure provision.
Accelerate the pace of service delivery particularly through the funding regime

Strengthening Monitoring and Evaluation Systems through establishment of the Monitoring and Evaluation Unit

Participants pointed to the need for a well-planned, coherent, effective and efficient system of monitoring and evaluation of Projects, programmes and service providers to rectify this shortcoming. Such a system should be made an integral part of service delivery at BCM, and would ensure:

High quality service delivery Projects completed timeousely,
That Projects were followed through,
That progress could be measured and
That remedial and rectification actions could be taken to handle problems before it was too late, and ensure that BCM officials,
Councillors and service providers would be held accountable for the Projects concerned during the Service Delivery process.

COUNCILLORS/ BCM OFFICIALS

The interviews and site visits with Councillors and BCM officials revealed similar generalised patterns concerning the achievements and challenges with service delivery. These groups confirmed Community Members’ notions that challenges are evident in relation to:

The pace of service delivery,
Non-completion of Projects
The low quality of developments, particularly in the realm of housing, illustrating the cracks and defects of houses only a few years old and
The uneven nature of service delivery developments, across the urban-rural divide and across different urban Wards.

Some Councillors however presented their own unique localised problems and challenges. Funding for these Projects is e sourced from a number of sources, including:

The equitable share governmental funding formula
Municipal Infrastructure Grant
Foreign donors
Relevant provincial and national government departments
The Vuna Awards
Buffalo City Metropolitan Transport
Capital Replacement Reserve
The Executive Mayoral Fund
External Financing Fund and
The Municipal Electricity Provider

The results of the site visits and interviews with BCM Ward and PR Councillors and BCM officials relating details of appropriate Projects can be seen on the DVD accompaniment to this report, which provides a visual showcase of these 115 Projects.

Positive Developments

BCM Councillors and officials tended to confirm the progress noted by Community members in building new facilities, and in the upkeep, maintenance and repair of existing facilities and infrastructure, with officials and Councillors pointing to the extensive effort shown, funding provided to and success achieved in the planning and implementation of Projects concerning:

Housing:
Completed and ongoing housing delivery as implementation agent for the Provincial Department of Housing
Water:
Progress in the construction of new Storage Reservoirs and new pipe infrastructure, and in the Bulk Water system.
Sanitation:
Eradication of the bucket system, the construction of new sewerage pumps, the improvement in the bulk sanitation system and the provision of VIP toilets in rural areas.
Sport/Recreation Facilities:
Upgrades and refurbishment of Sport and Recreation Facilities, including the Aquarium, local nature reserves, gymnasiums, swimming pools, and sportsfields and stadiums.
Solid Waste:
The beautification initiatives in high density residential areas, improvements in the standards of Public Conveniences and the closure of Waste Disposal sites, such as in NU 2.
LED
Local Economic Development, Rural Agricultural Development and Tourism Projects as IDP service-delivery related Projects.
Roads
Tarring and repairing of roads, potholes and paving of sidewalks
Community facilities:
Maintenance and upgrading of numerous community halls across the municipal area, and the development of Art and computer training centres, to the benefit of the local Communities.
Architecture:
Upgrading of and extensions to Primary Health Clinics, and the construction of Community Support Centres and the equipping of these centres with computers, furniture and other fixtures.
Traffic Engineering:
Improving facilities for pedestrians, commuters, cyclists and motor vehicle users, through additional traffic signals and signage, pedestrian and cycle paths, and the improvements surrounding taxi facilities.
Electricity:
Expansion of electricity provision, particularly with respect to the erection of new streetlighting, the electrification of schools, the electrification of low-income households and the construction of electricity substations.
Executive Mayoral Projects:
The ward-specific Executive Mayoral Projects, which each received R100000 in direct funding from the Executive Mayoral Projects Fund. This source accounted for the provision of grass cutting equipment, tables, chairs, and children’s playground equipment in a number of BCM Wards.
Second Creek Special Project:
The Second Creek Special Project, aimed at improving the nutritional, social and health needs of the Community of Second Creek informal settlement. This Project was singled out for special attention and focus by the Executive Mayor of BCM, with direct funding from the Executive Mayoral Fund.

Challenges in Service Delivery

The challenges presented by BCM Councillors and officials were similar to those outlined by the Community participants in the study and centred on:

The Quality of work undertaken by contractors responsible for the construction of new facilities and/or maintenance and repair of existing facilities, most noticeable in the structural defects evident in recently constructed houses, deviation from agreed specifications and design flaws seen in a number of housing Projects across BCM, as well as with respect to children’s playground equipment. Low quality of workmanship was also noted in relation to the potholes that have yet to be fixed and roads that had only been partially gravelled.
Delays, blockages in the completion and/or abandonment of Projects as a result of contractual, financial, design, capacity and human resource problems on the part of contractors and service providers. These obstacles need to be overcome to ensure efficient and effective service delivery that meets the needs of all members of the Buffalo City Community.

RESEARCH RECOMMENDATIONS

Based on the research findings of this study, the following recommendations are made:

Establishment of a Monitoring and Evaluation Unit

It is clear that there is a vital need for a Monitoring and Evaluation (M &E) Unit dedicated to the regular consistent and coherent monitoring and evaluation of all Projects, processes and service standards at BCM, in the interests of effective and efficient service delivery, to ensure that Projects and processes are completed on time, within the required budget and to the requisite standard of quality.
In such a context, it is imperative that all aspects of BCM operations are monitored and evaluated, as to avoid irregularities and to counter and rectify any problems that arise.
The Organisational Development Department should Investigate the location of this unit

Strengthen the Intergovernmental Relations System

There should be structured communication channels between the three spheres of government. This is in line with contentions raised during the discussion process with Councillors surrounding the review of the White Paper on Local Government, where it was maintained that the MEC and Mayors’ Forum is not sufficient for this purpose.
Clear roles and responsibilities between the three spheres of government must be defined to avoid misunderstandings over roles and spheres of influence.
Funding should follow functions.
There should be an integrated programme and schedule of meetings between the Provincial, National and local politicians.
BCM should extend, formalise and expand the systems and structures of cooperation with the other two spheres of government- Provincial and National- to ensure the most efficient and effective utilisation of financial, physical and human resources.
With local government at the coalface of service delivery as implementation agent of Provincial and National government policies and programmes, it is crucial that there is formalisation of a closer, more coordinated working relationship between BCM line departments and the corresponding departments at provincial and national level.
There should be a greater alignment of budgeting and Project cycles in BCM between the three spheres of government, for example by ensuring that the financial years of the spheres are the same in order to streamline service delivery.
This approach should also lead to lower levels of duplication, waste, and greater attention to meeting the service delivery needs of the BCM population.

Regular Feedback, Communication and Interaction with Communities

The 8 guiding principles of the “Batho Pele” philosophy for South African public sector public representatives should be strengthened amongst all representatives of BCM These principle are:
- Consultation with communities,
- Reinforcement of service standards
- Increasing communities’ access to information,
- Ensuring courtesy through continuous, honest and transparent communication with citizens
- Providing communities with the necessary information,
- Open and transparent governance
- Redress when problems arise and
- Value for money
It is thus crucial that:
1. Systems and structures are established and implemented that facilitate and ensure regular feedback, communication and interaction with communities.
2. These systems and structures ensure that there is regular and coherent participation and involvement of the community as far as possible.

Expand skills development and employment opportunities

Current LED programmes should be expanded,
Further LED Projects should be developed to both provide employment, particularly to local Community members, and to increase the skills base of these Communities.
Concerns surrounding the high levels of unemployment in BCM, and the concurrent lack of employment opportunities as well as the limited opportunities for skills development should result in an expanded focus by municipal authorities to rectify the challenges posed in this regard.
An increase in skills development is likely to lead to an increase in the marketability of Community members, and their opportunities to obtain employment.
There should be a preference for local Community members in all BCM Projects, rather than sourcing labour from outside the BCM borders.
The expansion of such efforts should be an integral component in poverty eradication plans.

Align Projects with Community needs

Project planning should be expanded at Ward-level, rather than at the macro-institutional level, thereby aligning Projects with the needs of individual Wards.
Processes of considering the needs of Local Communities should be extended in the conception, design and implementation of BCM Projects and operations.
There should be further interaction and discussion between BCM and the Communities of individual Wards before Projects are decided upon and where Community voices are heard and acted upon, in order to ensure that Projects undertaken are the ones that are deemed necessary by the Communities.

CONCLUSION

The preceding discussion has illustrated significant progress made by BCM in improving the lives of the its people, and important challenges still affecting the delivery of services. The successful application of the recommendations provided should however facilitate efficient and effective service delivery to the people of BCM.

KM & Governance

Managing service quality

storytelling — Mon, 06 Jul 2009 04:53:57 -0600

No matter how much we're tempted to judge service quality from our own point of view, it is only the customer's opinion that counts. Any judgement of service quality is irrelevant unless made by the customer. So what creates the sense of good or bad service? Can the customer 'service experience' be managed and if so, how? Consumers and tourists are becoming increasingly discerning and expecting more for their money and it seems that service providers who are proficient in managing their clients' experience can benefit significantly, especially in tight economic times. And some of these principles are applicable are as applicable to government service delivery as they are to hotels, restaurants, retain and any other space where there is an interraction between client and service provider.

In order to be able to give good service, you need to clearly define what good service means in the context of your organisation. Simultaneously, you need to create a clear idea of what good service delivery might mean from the customer's perspective. Particularly, what cues would the customer be paying attention to that would create the impression they were receiving good service?

A number of different service quality models suggest that Assurance, Empathy, Tangibles, Reliability and Responsiveness are all vitally important in how we understand of service quality. By focusing on doing those things that the customer feels is important, we can improve the way the service (and by extension, the service provider) is perceived; we can manage client perceptions.

Ask regularly – Am I empathetic, reliable and responsive? Do I give assurance and highlight the tangibles? No matter what you do within your organisation, you are someone's customer and, at the same time, you also have your own customers. Giving good customer service is a combination of art and science.

Knowledge Creation Questions

How do we talk about the customer? What words do we use to describe the customer?
What stories do we share about our experiences with customers?
Is there scope for improvement in the relationship? How could the relationship be improved? How could we measure improvement?
What points of contact do we have with the customer that may 'tell' the customer about who we are and what level of service they are receiving?
What is the customer saying about us? How would we know?
What would we like the customer to say about us?
How do customers perceive and evaluate service quality?
What are managers’ perceptions about service quality in this organisation?
Do discrepancies exist between the perceptions of customers and those of managers?
Can perceptions of workers, customers, supervisors and internal services be combined into a general model of service quality for this organisation?
How can we improve customer service and achieve excellence?
Is there a standard for what we are trying to measure? Who has done this before?

Steve Banhegyi
steve@storytelling.co.za

Tourism Knowledge SIG

Measuring knowledge impact for improved service delivery

afrocent — Fri, 22 May 2009 11:08:31 -0600

It is always advocated that knowledge sharing is important for improved service delivery. The question is how do you measure the impact? Is it possible to measure knowledge? If we cannot measure the contribution of knowldge sharing to improved service delivery why are we doing it. Programmes such as knowledge sharing and management are initiated to fill a specific gap.

Knowledge sharing and knowledge is not tangible, you cannot count how many products or interventions you have put in place and as a result how many areas of service delivery have improved. Knowlede sharing cannot be measured like coco cola or a number of TV sets sold and the financial returns which are measured after a dedicated advertising campaign. However the principles of advertising and being motivated by profit can be applied to measuring the impact of knowledge produced, its effectiveness and contribution towards solving development challenges. It is clear that when such progress is made, we cannot claim that the success or improvement is the result of the information received and processed by the target group as there are many other factors that can lead to such an improvement.

Having said that knowledge is not the only contributor to improving service delivery, we cannot also neglect the need to monitor and understand how we are contributing. If interventions cannot be assessed what is the point of engaging in such activities. If knowledge is shared to change behaviour and adoption of new ways of thinking or doing things, be it project planning, implementation or designing, then it becomes clear that at some point we need to see the impact of such knowledge. We might not be in a position to say we have reduced the sanitation backlog because of the shared knowledge, but we might discover that the management and planning of sanitation projects has improved or that policy changes are resulting from the shared knowledge among stakeholders at various levels.

WHAT DO YOU THINK? Can we measure knowledge sharing? If we can not measure it, why are we investing so much in the concept? If coca cola is able to bring to your attention their latest products and make you develop interest and have the desire to test their product and take action, why is it difficult for knowledge practitioners to create awareness on issues that might impact on achieving sustainable development, why do we think it is not possible to measure if there is interest on our interventions among the receipients of our information, is it also difficult to measure whether there is a desire among the receipients to learn from the presented information, is it impossible to find out from them if the desire created by being exposed to issues raised in the different learning and information sharing initiatives has led to some action on their part, if it has not led to action or led to action, is it difficult for us to find out what that action resulted in? If our interventions are only attracting attention but fail in taking action that can be assessed, then we might need to re-assess the need for our existence.

KM & Governance

Knowledge Management for Service Delivery in the South African Public Sector

KMAadmin — Tue, 05 May 2009 11:44:47 -0600

KNOWLEDGE MANAGEMENT FOR SERVICE DELIVERY IN THE SOUTH AFRICAN PUBLIC SECTOR

The purpose of this paper is to share with the Conference the findings of the research conducted on Knowledge Management for Service Delivery in the South African Public Sector in 2007/2008 .
The concern was why is it that after the new Government in South Africa took office in 1994 and have addressed so many of the service delivery challenges, service delivery strikes have continued from the community and public servants perspectives.
Experiences from different countries (e.g. Canada, United States, Australia, New Zealand) have shown that service delivery through knowledge management can be fast tracked. There is unfortunately no African experience on how knowledge management can be leveraged to improve service delivery.
Part of this study was to come up with models on how to leverage KM for service delivery particularly to avert service delivery strikes that continue to take place in South Africa.
The South African experiences from this research are more African than European and can be modelled and shared in the continent to improve service delivery in local government. Thus the reason for this presentation.

Browse the full presentation version of the paper by downloading the .pdf version

KM & Governance