1. The Presidency: Department of Planning, Monitoring and Evaluation 1 THE PRESIDENCY DEPARTMENT OF PLANNING MONITORING AND EVALUATION REPUBLIC OF SOUTH AFRICA THE PRESIDENCY DEPARTMENT OF PLANNING MONITORING AND EVALUATION REPUBLIC OF SOUTH AFRICA FRONTLINE SERVICE DELIVERY MONITORING PROGRAMME B. Leon

2. The Presidency: Department of Planning, Monitoring and Evaluation FRONTLINE SERVICES DELIVERY MONITORING Unannounced Monitoring Visits (FSDM) Aims to improve the self-monitoring by departments of the quality of frontline service delivery Monitoring results go to Cabinet annually and also to responsible national departments. 650 facilities monitored to date and 77 facilities were re- monitored to track improvements. For 2015/16 90 facilities will be monitored and 120 facilities will be re-monitored to track improvements. Citizen-Based Monitoring Framework approved Cabinet August 2013 CBM Project supports government departments to strengthen the citizen voice in monitoring service delivery, aimed at strengthening delivery departments’ own monitoring practices Piloting of CBM systems and processes commenced 2013 with SAPS, DSD, SASSA and DoH. Presidential Hotline Provides grievance mechanism for the public Calls tracked for received vs resolved Provides monitoring data on sector and geographical trends for complaints received Regular reports to Cabinet and HODs on performance 190 000 complaints and queries received up to 30 April 2014, 95% resolution rate and on average 70% satisfaction rate

3. The Presidency: Department of Planning, Monitoring and Evaluation THE UNANNOUNCED MONITORING OF QUALITY OF SERVICE DELIVERY AT FRONTLINE FACILITIES The FSDM initiative is aimed at strengthening the M&E practices of field- level managers and their supporting decision makers in head offices. The intention is not to cover all facilities yet to demonstrate the value of on-site monitoring to selected types of facilities/ sectors. We anticipate that monitoring findings will not be acted on and we present the findings to top management as well as re-visit the facility to track progress. The programme is implemented jointly with all 9 Offices of the Premier: 1. Demonstrate to OTPs and sector departments the value of on-site verification of reported results. 2. Demonstrate the value of collecting monitoring information from different sources = users, staff, independent monitors. 3. Demonstrate how to use evidence collected at facility-level for catalysing improvements – conduct improvements monitoring. 3

4. The Presidency: Department of Planning, Monitoring and Evaluation THE UNANNOUNCED MONITORING OF QUALITY OF SERVICE DELIVERY AT FRONTLINE FACILITIES DPME: (i) Design and maintain the monitoring tools, the monitoring protocols, analyse findings and report to Cabinet and national sector departments. (ii) Jointly conduct the monitoring visits and the improvements monitoring visits. Offices of the Premier: (i) Joint monitoring with DPME (ii) Present findings to provincial HODs and MECs (iii) Monitor adherence to agreed improvements WHAT ARE THE STEPS  Assess the outcomes of quality of service delivery improvement programmes at facility-level: output is to produce score cards and improvement plans  Communicate: Provide feedback (report and meeting) on the findings  Facilitate/advise on improvements – facilitate improvements monitoring meeting  Assess improvements (every year): Monitor improvements and report on findings 4

5. The Presidency: Department of Planning, Monitoring and Evaluation THE UNANNOUNCED MONITORING OF QUALITY OF SERVICE DELIVERY AT FRONTLINE FACILITIES We monitor 8 Quality of Service Delivery Performance Areas: 1. Queue Management and Waiting Times. 2. Complaints Management. 3. Cleanliness and Comfort. 4. Dignified Treatment. 5. Location and Access. 6. Visibility and Signage. 7. Safety. 8. Opening and Closing Times We monitor 8 types of frontline service delivery sites : 1. SASSA offices 2. Home Affairs offices 3. Hospitals & Clinics 4. Schools 5. Courts 6. Police Stations 7. Drivers Licence Testing Centres 8. Municipal Customer Care Centres. 5

6. The Presidency: Department of Planning, Monitoring and Evaluation THE UNANNOUNCED MONITORING OF QUALITY OF SERVICE DELIVERY AT FRONTLINE FACILITIES 6  Baseline monitoring: 650 frontline facilities monitored June 2011 to Dec 2014, by joint DPME-OTP monitoring teams. For each facility, a score card and report is produced and presented annually to the facility-management, the responsible national department and Cabinet. 90 new facilities will be monitored annually by DPME.  Improvements Facilitation and Improvements Monitoring: of the 650 facilities monitored, 77 were re-monitored to assess if improvements have taken place in 2013/14. Outcomes of the improvements monitoring was presented to facility-management, national sector departments and Cabinet. The 2014/15 improvement monitoring results will be published by June 2015, covering 123 re-monitoring facilities.  In the 4 years of implementing the programme, we have contributed to a stronger strategic focus by responsible departments on the performance of frontline facilities. Most departments that we are monitoring are now improving their own planning and monitoring of facilities.

7. The Presidency: Department of Planning, Monitoring and Evaluation EXAMPLE OF ONE SCORE CARD: PART A 7 Use of the data: - This facility-level information is useful for a national department and for a portfolio committee (eg Social Development) to understand what the state of performance is at a specific facility level. This is to manage the risk of averaged out performance information that hides finer level data.

8. The Presidency: Department of Planning, Monitoring and Evaluation EXAMPLE OF ONE SCORE CARD: PART B 8 DETAILED ACTION PLAN (Improvement Plan) - confirmed during the feedback visit. Improvement AreaDiscussed Recommendations (DRM) Activities (committed corrective plan)TimeframeResponsibilityPlanned completion date SML Location & Accessibility A mobile unit is proposed for this district to focus on the rural areas. Prepare a submission to the regional office requesting mobile unit. X Office management 30/08/2013 Visibility & Signage External Signage at entrance & leading to the facility to be improved. Follow up with the regional office X DPME & OoP30/08/2013 Internal signage be improved, to display management details. Follow up with the regional office X DPME & OoP30/08/2013 Internal signage should be written in at least 2-3 of the dominant languages of the area. Recommend to national office. X DPME & OoP30/10/2013 All staff to wear their name tags at all times. Management to encourage staff to wear their name tags. On-going Office management On-going Queue Management & Waiting Times Staff member to be delegated for queue management duties. Fast racking of appointment of team leaders, to assist with queue management duties. X DPME & OoP30/10/2013 Dignified Treatment & Consultation Good PracticeMaintain good practice On-going Office management On-going Cleanliness & Comfort Cleanliness of the facility be maintained. Maintain good practice On-going Office management On-going Repair and maintain the toilets.Done Safety Security should be given the necessary resources to carryout their work effectively, e.g. Metal detectors. Regional office to engage with service provider. X Office management On-going Security to search all visitors & officials and record assets. Regional office to engage with service provider. On-going Office management On-going Safety guidelines to be displayed. (including first aid kit, fire extinguishers). Recommend to national office. X DPME & OoP30/10/2013 Opening & closing times Good PracticeMaintain good practice On-going Office management On-going Complaint Management System Complaint Management System to be put in place. Display complaints procedure and including a suggestion box and stationery. Run awareness programmes to make the community aware of its existence and purpose. Suggestion box in place Done Complaint Management System to be improved, by appointment of team leaders. X DPME & OoP30/10/2013 Continuous awareness to the citizen to provide comments. On-going Office management On-going Other: All old chairs in the waiting area needs to be replaced. Prepare a submission to the regional office requesting new chairs. X Office management 30/08/2013 The improvement plan: facilitate problem-solving, assign responsibilities, allows tracking of agreed improvements.

9. The Presidency: Department of Planning, Monitoring and Evaluation EXAMPLE OF ONE SCORE CARD: EVIDENCE 9 How to use the data: -Photographs are used to provide evidence to support a finding. -It also provides a benchmark against which progress can be mapped through follow up photographs (and most cell phone have good cameras)

10. The Presidency: Department of Planning, Monitoring and Evaluation EXAMPLE OF ANALYSES (SAMPLE 186 FACILITIES) 10 A high-level summary of all ratings in a sector highlights that there are 5 types of facilities that are rated on average 2 (fair), being DLTC’s, School, Home Affairs, MCCCs and SASSA. A high-level summary of all ratings for facility-type shows there are 3 types of facilities that are rated on average 3 (good) being Health, Justice (Courts), and SAPS.

11. The Presidency: Department of Planning, Monitoring and Evaluation EXAMPLE OF ANALYSES : PROVINCIAL FINDINGS (SAMPLE 186 FACILITIES) 11 A high-level summary of all ratings in a sector highlights that there are 5 types of facilities that are rated on average 2 (fair), being DLTC’s, School, Home Affairs, MCCCs and SASSA. A high-level summary of all ratings for facility-type shows there are 3 types of facilities that are rated on average 3 (good) being Health, Justice (Courts), and SAPS.

12. The Presidency: Department of Planning, Monitoring and Evaluation EXAMPLE OF ANALYSES: BASELINE MONITORING- FACILITY LEVEL 12

14. The Presidency: Department of Planning, Monitoring and Evaluation 14 EXAMPLE OF ANALYSES:IMPROVEMENT MONITORING RESULTS Average citizen rating improved in all of the 8 types of facilities. Home Affairs facilities received the highest average score from citizens, whilst DLTCs received the lowest scores and also showed the weakest improvement in scores.

15. The Presidency: Department of Planning, Monitoring and Evaluation 15 EXAMPLE OF ANALYSES:IMPROVEMENT MONITORING RESULTS (FACILITIES)

16. The Presidency: Department of Planning, Monitoring and Evaluation KEY QUESTIONS TO ASK WHEN ASSESSING HOW YOU MANAGE QUALITY OF SERVICE DELIVERY IMPROVEMENTS In the 2009-2013 Outcome 12 delivery agreement, commitments were made to improve conditions in frontline facilities, but hampered by the weaknesses in the planning and monitoring of this initiative Mainstreaming: strengthening the planning and monitoring for facility- level service delivery 1. Are norms and standards in place, realistic, monitored daily. eg. Are there realistic facility-level standards for cleanliness or waiting times (poor to complaint), is there facility-level monitoring against these standards, are these commitments in the SDI Plan of the facility and the department…) 2. Does the regional office and the head office collect regular data from facilities and do trends analyses to assess how effective the support interventions (budget, systems, processes) are? 3. Are the delegations at facility level appropriate to enable the manager to be held accountable for facility-level performance 4. Citizen/user views: collected regularly at facility-level and data used to effect improvements? 16

17. The Presidency: Department of Planning, Monitoring and Evaluation SUCCESSES 17 -Since the programme inception in 2011, we mobilised quickly and was visible on the ground in 5 provinces within 4 months and all 9 provinces within 12 months. -We produced useful information products within 6 months: by Jan 2012 the first findings report was in the Cabinet system and was presented to senior management of national departments. -Within 12 months we established high-level working relationships with and access to senior management of the key national departments: SASSA, Justice, Police, Health, Home Affairs…with less success initially with Transport and Education. -Many of these national departments started accepting facility-level quality of service delivery issues as strategic issues to be monitored by themselves. -We contributed to building the profile, value and visibility of M&E and the work of the department.

18. The Presidency: Department of Planning, Monitoring and Evaluation BUILDING ON THE SUCCESSES: THE NEXT STAGE OF FSD 18 -M&E leadership: every FSD staff member has a responsibility to lead by example ….professional, well informed, rigorous, quality tools and processes, quality information and knowledge products. -Demonstrating the link between monitoring and improvements: how to sharpen our improvements monitoring approaches and instruments. -The challenge of being pushed to do more monitoring whilst at same time we need to show how this leads to improvements…which requires targeted focus on a few facilities. (keep our focus on a few facilities to demonstrate impact) -How to make our data more useful to more people: outcomes monitoring, MPAT, Presidential projects etc. -How to have better results for increased impact on the provincial and national stakeholders.

19. The Presidency: Department of Planning, Monitoring and Evaluation 19 Go to http://www.thepresidency.gov.za/dpme.asp for PME documents including narrative guide to outcomes approach, outcomes documentshttp://www.thepresidency.gov.za/dpme.asp and delivery agreement guide THANK YOU