Cram, J. Customer Satisfaction and the Service … LB... · Web viewTHEORETICAL BACKGROUND The concepts Accountability and customer satisfaction are discussed in the subsequent sections.

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

AuthorDr. LB MziniTel: 016 910 3462/ Fax: 016 910 3451/ Cell: 072 951 6135Email: [email protected]

AffiliationPublic Management and AdministrationSchool of Basic SciencesNorth West University (Vaal Triangle Campus)P O Box 1174 Vanderbijlpark 1900

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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 multi-faceted 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.

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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:

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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.

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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

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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.

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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

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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.

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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.

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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 Sample size (equal allocation)

proportional allocation= Frequency (v)

Percentage (%)

ELM (vulnerable groups)

Evaton 12

67 49%

Bophelong 12Rus-ter-vaal 11Sebokeng Hostel 10Sharpeville 12Sonderwater 10

LLM (community members)

Heidelburg Ext 23 1123 15%Ratanda 11

MLM (community members)

Sicelo ext 5 1217 16%Sicelo ext 5

(Sihlaliwe)

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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 FREQUENCY (v) PERCENTAGE (%)GENDER Male 57 51% Female 55 49%CATEGORY Youth 24 21% Elderly 20 18% Disabled 21 19% Unemployed 22 20% Employed 25 22%AGE GROUPS 18-24 5 4% 25-31 16 14% 32-37 18 16%

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38-44 13 12% 45-52 15 13% 53-65 35 32% 66 and over 10 9%IDENTITY DOCUMENT (ID) Yes 110 98% No 2 2%MARITAL STATUS Single 48 44% Married 43 38% Divorced 5 4% Widow 16 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 FREQUENCY (v) PERCENTAGE (%)House 24 21%Flat 7 6%Hostel 15 13%Low Cost House (LCH) 39 36%Informal residence (shack) 27 24%Total 112 100%

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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 Access to facilities

Service delivery conditions

Yes No 1 2 3 4 5Residential servicesa. Housing 82% 18% - 82% 18% - -b. Water 82% 18% - 82% 18% - -c. Sanitation 82% 18% - 82% - 18% -d. Electricity 82% 18% - 82% 18% - -e. Health services 100% 18% - 32% - - -f. Refuse removal 71% 18% - 82% 18% - -g. Education (Tertiary Schools,

skills development; Early Childhood Centres) 91% - 80% - 20% - -

Urban planningh. Roads & streets 100% 29% - 32% 29% - 18%i. Cleanliness of the area 82% 38% - 76% 24% - -j. Streetlights 82% 38% - 82% - - 18%k. Cemetery 45% 55% 45% 27% 13% 13% -Emergency l. Emergency services (fire

brigade; ambulance service) 40% 60% - 89% - - 11%Safety m. Policing

45% 9% - 71% 29% - -Transportn. Public Transport (bus, taxi,

bus) 100% 55% -100% - - -

Recreationo. Recreational facilities 63% 38% 18% - 71% - 11%

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(community hall, park, sporting fields)

Corporate servicesp. Library 82% 18% - 54% 11% - 45%q. Municipal offices 91% 9% 80% 9% 11% - -r. Postal services 100% - - 80% 9% 9% -

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 1 2 3 4 5Customer relationsThe customer service representative was knowledgeable and easy to understand

- 63% 42% - -

The customer service representative was able to handle my problem quickly and to my satisfaction

- 71% 18% 11% -

I was treated with respect by the customer service representative.

- 71% 29% - -

Problem solvingOverall, how satisfied were you with your contact with customer service?

- 80% 20% - -

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Overall, how satisfied were you with the way your question or problem was resolved?

- 80% 20% - -

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

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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

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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

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).

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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 DIMENSIONSConsultation CredibilitySetting service standards Reliability; CompetenceIncreasing access Tangibles; Access; SecurityEnsuring courtesy CourtesyProviding information Communication and Customer KnowledgeOpenness and transparency ResponsivenessRedress -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

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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.

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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

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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).

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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 orientated local government. Accountability is

22

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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