REPORT ON A SERVICE DELIVERY INSPECTION OF POLOKWANE … report... · SAPS South African Police...

REPORT ON A SERVICE DELIVERY INSPECTION OF

POLOKWANE SAPS SERVICE GARAGE REGARDING

ITS OPERATIONS IN SERVICING, MAINTAINING AND

PANEL BEATING SAPS VEHICLES

TABLE OF CONTENTS

LIST OF ACRONYMS

1. INTRODUCTION 1

2. AIM AND OBJECTIVES OF THE INSPECTION 2

3. SCOPE AND METHODOLOGY 3

3.1 Scope 3

3.2 Methodology 3

4. LIMITATIONS 3

5. KEY FINDINGS 4

5.1 Announced inspections 4

5.1.1 Introduction 4

5.1.2 Services rendered at the garage 4

5.1.3 Average number of vehicles serviced at the garage 5

5.1.4 Average time taken to process vehicles 5

5.1.5 Communication with clients 6

5.1.6 Procurement 6

5.1.7 Reasons contributing to the delays in processing vehicles 7

5.1.8 Staff establishment 7

5.1.9 Challenges experienced by the garage 9

5.2 Unannounced inspections 9

5.2.1 Introduction 9

5.2.2 Observing facilities 9

5.2.3 Observing access to information 10

5.2.4 Observing staff 10

5.2.5 Talking to staff 10

5.2.6 General observations 11

6. RECOMMENDATIONS 11

7. CONCLUSION

Report on a service delivery inspection at the Polokwane SAPS service garage -2015 Page ii

LIST OF ACRONYMS

EA Executive Authority

HoD Head of Department

HRM Human Resource Management

PSC Public Service Commission

SAPS South African Police Service

SCM Supply Chain Management

Report on a service delivery inspection at the Polokwane SAPS service garage -2015 Page 1

1. INTRODUCTION

The Public Service Commission (PSC) has noted reports regarding damaged police

vehicles and those requiring service allegedly parked for a long period of time in the

Polokwane SAPS garage in Limpopo Province. A January 2015 media article1

suggests that many of the SAPS vehicles are not being utilized in crime prevention

because they are waiting for maintenance, repairs or panel beating at the same SAPS

garage.

Section 196(4)(c) of the Constitution of the Republic of South Africa, 1996, mandates

the Public Service Commission (PSC) to respectively promote the Constitutional

values set out in Section 195, and to propose measures to ensure effective and

efficient performance within the Public Service. Furthermore, Public Service

Commission Act, 1997, Section 9 provides that “the Commission may inspect

Departments and other organizational components in the Public Service and has

access to such official documents or may obtain such information from Heads of those

Departments or organizational components as may be necessary for the performance

of the functions of the Commission under the Constitution or the Public Service Act”.

In the light of the media reports referred above, and on the basis of the Constitution

and PSC Act provisions that the PSC deemed it necessary to conduct service delivery

inspections at the Polokwane SAPS garage regarding its operations in the servicing,

maintaining and repairing of SAPS vehicles.

2. AIM AND OBJECTIVES OF THE INSPECTIONS

According to the PSC’s protocol on announced and unannounced inspections2, the

broad aim of inspections is to assess the quality of services rendered by departments,

the state of facilities and the conditions at service delivery sites, in order to ensure

adherence to stipulated regulations and other government frameworks.

The specific objectives of the study are:

To collect data on the operations of the Polokwane SAPS garage in servicing,

maintaining and panel beating SAPS vehicles;

To assess the impact of the work of Polokwane SAPS garage on service delivery;

To determine Polokwane SAPS garage’s compliance with the implementation of

the Batho Pele Framework; and

To establish the availability of resources needed to ensure Polokwane SAPS

garage functions effectively.

Objectives of an inspection:

1 Sowetan, 29 January 2015 2 PSC Protocol document on announced and unannounced inspections, 2007


To afford a personal opportunity to experience the level of service delivery first-

hand and to see what kind of service delivery challenges are facing staff;

To engender a sense of urgency and seriousness among officials regarding service

delivery;

To introduce objective mechanisms to identify both weaknesses and strengths

towards improving service delivery;

To report serious concerns about the quality of service delivery and compliance

with Batho Pele requirements;

To carry out investigations of serious failures as pointed out by inspections; and

To improve service user care relations in order to promote a user-oriented public

service.

Based on the information gathered above, a set of recommendations will be developed

to assist SAPS and in particular Polokwane SAPS garage or depot to operate in an

effective and efficient manner.

3. SCOPE AND METHODOLOGY

3.1 Scope

The project focused on the kind of services rendered, including repairs and panel

beating and several other processes that take place at the depot. Although the

information for this inspection is focused specifically on the Polokwane depot, it may

be relevant to the other SAPS depots or garages in the Limpopo Province or

Nationally.

3.2 Methodology

The methodology for conducting the inspections followed both the announced and

unannounced inspections as prescribed in the PSC’s protocol for conducting

inspections. To initiate the process, letters were sent to the relevant Executive

Authority (EA), Head of Department (HoD) and Provincial SAPS Commissioner

informing them about the intention of the PSC to conduct the inspection in their garage

or depot.

The inspection team was led by the Provincial Public Service Commissioner,

accompanied by two (2) officials from the Provincial office. Information gathering was

guided by the checklist.

On arrival at the site, a meeting was held with the management and mostly site

supervisors or key personnel at the garage. The inspection team then toured the site,

accompanied by relevant personnel of the garage or depot being visited to make a

general observation and to interact with other people at the site.


4. LIMITATIONS OF THE STUDY

The inspection was conducted at only one depot or garage, out of seven (7) depots or

garages, in the Limpopo Province and as such the findings relate to views and

observations made at the Polokwane site.

5. KEY FINDINGS

5.1 Announced inspections

5.1.1 Introduction

For this type of inspection, prior arrangements are made with officials. This is to ensure

that officials are given adequate time to prepare for the inspection and also make the

necessary information available on the date of the inspection. Information gathering

on the announced inspections was guided by the PSC-developed checklist.

The Polokwane SAPS depot is home to the following clusters:

Seshego cluster which covers Mashashane, Matlala, Dendron, Senwabarwana,

Maleboho, All days and Seshego stations; and

Polokwane cluster which covers Polokwane, Mankweng, Sebayeng, Botlokwa and

Morebeng stations.

All the vehicles belonging to the above respective stations in the assigned cluster, are,

therefore serviced and repaired at the Polokwane depot.

5.1.2 Services rendered at the garage

The inspection team was informed that the garage started operating in 1995 and that

services rendered are broken down into two, namely, in-house and outsourcing.

Type of work performed in-house

The inspection team was told that in-house work covers vehicles that were received

by the garage and had reached more than 120 000 KM and that the garage conducted

services and repairs, including mechanical and electrical work. The SAPS manual

prescribes what needs to be done when a vehicle is brought to the garage. SAPS

vehicles, from any part of the country, that break while passing the area were also

attended to by the local garage in that area.

Type of work outsourced

The garage indicated that the following three contracts are in existence:

AutoZone for parts. This is where the garage orders the spares.


Outsourcing (RT46). The contract started in November 2014. This is for all the

cars with service plans up to 120 000 KM. In this instance, the garage liaises with

the bank for authorization, the agent responsible for servicing the car and then the

driver for taking the car for service.

Contract for the drive lines with Rex and Diff. Drive lines include gearbox, diff, CV

joints and prop shaft.

The inspection team was informed that service and repairs for all the cars that are still

under the service plan are outsourced and therefore are done by the agents. All the

BMW cars are bought under a maintenance plan, which, however, does not cover

driver abuse. As for Hyundai, H1 vehicles are bought under a full maintenance plan

up to 150 000 KM, and with regard to Nissan vehicles, only Nissan 4x4 vehicles are

bought under a full maintenance plan. The rest of the vehicles are bought under a

service plan, which covered only the oil and the filters. All functions regarding vehicles

involved in accidents are outsourced.

5.1.3 Average number of vehicles received by the garage

The inspection team was informed that the garage receives close to 30 cars daily,

including both in-house and outsourcing. The table below shows the statistics3 of

vehicles received for the period January 2015 to September 2015.

Month No. received Carried over from previous month

Processed Carried forward this month

January 362 295 67

February 363 1 422 58

March 401 5 375 31

April 323 15 303 35

May 395 22 413 4

June 400 41 352 89

July 453 60 467 46

August 389 120 386 123

September 210 231 176 265

Total 3296 495 3189 718

Table 1: Comparative statistics of vehicles received at the garage

5.1.4 Average time taken to process vehicles

The inspection team was informed that the number of vehicles that are brought in the

garage is equated with the number of vehicles that leave the garage within a particular

3 SAPS monthly statistical reports for the period January to September 2015


period of time. In terms of the SAPS garage standards4, services and minor repairs is

one day, mechanical medium repairs is three days, mechanical major repairs is five

days, minor bodywork is one day, medium bodywork is five days and major body

repairs is 30 days. The garage indicated that the turnaround time for vehicles involved

in accidents is twenty one days and that these fall under RT46 (which is outsourcing).

The garage indicated that there are no standards set for refurbishment but it can take

more than a month.

Overall, the inspection team was informed that the garage is able to release more than

20 vehicles in a day. The figure below represents a typical process followed at the

garage.

Figure 1: Typical representation of the process at the garage at the time.

5.1.5 Communication with clients

The garage indicated that every station has a fleet manager with whom the garage

communicates with telephonically regarding bookings and progress made on their

vehicles and that these fleet managers visit the garage daily. It was stated that when

a job card is printed, one copy regarding the work to be done, is given to the member

who brought the car (the driver) to ensure it is submitted at the station level. The

challenge is, however, after printing the job card, clients do not get to know how long

it will take to process the vehicle if all the parts are available or during that process of

assessment. There is no formal communication between the garage and the station

commander about the problems or delays at the garage regarding either repairs or

refurbishment of the vehicle, including the number of days to be taken to process the

4 SAPS Maintenance Manual, 2008

Receive vehicle Assessment of the vehicle Issue Job card

Workshop Quotation for parts

Inform the station Testing Service & repair or

refurbishment

Service & repairs or

refurbishment


vehicle. It was indicated that every form of communication is done with the fleet

manager at the respective stations, with the assumption that the Station Commander

will be informed.

5.1.6 Procurement

The inspection team was informed that the store room personnel are responsible for

procurement. It was also indicated that procurement of spare parts is informed by the

number of vehicles that are brought into the garage without any knowledge of the

number of cars in the area or Province and that the garage does not keep large

quantities of spare parts. The garage indicated that the SAPS National Office allows

the garage to keep bulk spare parts for batteries only, having 12 months warranty, and

for other parts authority will have to be requested to buy them in bulk from time to time

as circumstances arise.

5.1.7 Reasons contributing to the delays in processing the vehicles

The inspection team was informed that with respect to vehicles which are still under

the service plan but are brought to the garage only for bookings, the only challenge

comes when the garage is unable to locate the driver after authorization has been

received from the bank. To avoid this challenge, the inspection team was informed

that the garage has resorted to taking down the contact details of both the driver and

the station commander, which seems to be inconsistent with the initial indication

wherein they indicated that the garage communicates with fleet managers of the

respective police stations only.

It was also indicated that skipping of service is a major contributor. When vehicles are

brought to the station, the technicians sometimes pick up a lot of problems upon

stripping the vehicle, which would result in vehicles staying longer than expected. As

a result, the garage may at times be unable to maintain the service standards due to

other mechanical faults which are picked up when the vehicle is brought for service.


5.1.8 Staff establishment

The inspection team was informed that that there are about 65 staff members working

at the garage currently. The table below represents the approved organizational

structure at the garage.

Salary level

Funded Filled Ideal

Police Act Public Service Act



1 0 2 0 4 0 3

2 0 1 0 0 0 5

Salary level

Funded Filled Ideal

3 0 3 0 9 3 4

4 0 1 0 0 3 0

5 9 11 18 9 4 3

6 5 2 2 1 9 6

7 2 1 11 0 10 3

8 3 0 7 0 11 0

9 0 0 0 0 0 0

10 1 0 1 0 3 0

Total 20 21 39 23 43 24

Table 2: Approved organizational structure.

The inspection team was informed that there is misalignment with regard to staff

establishment and the number of cars being brought to the garage. It was indicated

that ideally the garage should have two electricians and that the garage has been

operating without an electrician since it started operating in 1995. However, it was

mentioned that one electrician was hired last month, August 2015, and the National

office is working on the appointment of the second electrician to make them two. In all

the fields, there are challenges in terms of human resources and the current personnel

in place are doing extra work than what they were hired to do, thus an indication for

more personnel required. The inspection team was also informed that there is no panel

beater at the garage, only mechanics – meaning no panel beating takes place at the

garage.

5.1.9 Challenges experienced by the garage

5.1.9.1 Impact of gravel road on the lifespan of cars

The garage indicated that the lifespan of most of their cars being used on gravel roads

is five years. It was emphasised that the maintenance costs become more due to

gravel road. For example, vehicles from Senwabarwana, Maleboho, Matlala, and

Mashashane break more often because they mostly use gravel compared to those

using tar roads in Polokwane. Maleboho personnel do not have a court in their vicinity,


it is only periodical courts, and therefore drives daily to Senwabarwana for court on a

gravel road. This is a challenge to any vehicle’s lifespan.

5.1.9.2 Impact of skipping services on the garage’s operation and turnaround time

The inspection team was informed that challenges affecting the garage’s operations

or turnaround time are mainly at the station level by skipping services when it is due.

When these cars are brought to the garage, instead of normal repairs, they have to be

refurbished as well. Normal repairs do not include body work and to refurbish a vehicle

would usually include mechanical and body work. The garage indicated that such

cases are reported to the National office and Provincial Supply Chain. Usually when

the station brings a vehicle for repairs, it expects to have that vehicle back within that

day, but because of the problems identified upon stripping the vehicle, that is not

always possible. Consequently clients often complain of the time taken in processing

vehicles because it goes beyond what they anticipated.

5.1.9.3 Negative impact of space for working days

The garage indicated that space for repairs is also limited but that they are at the time

trying to secure more space for the garage wherein vehicles would be repaired as well.

Each mechanic needs four (4) working days, but currently each mechanic has two (2)

working bays.

5.1.9.4 Negative impact of having one nationally based Rex and Diff contract

It was stated that Rex and Diff contract is also a challenge (appointed nationally). Rex

Diff is responsible for repairing gearboxes. Everything is done in Pretoria and there is

no franchise or branch nearby. When there are challenges with the repair work done,

it would take some time because you have to send it back to them, indicating that this

was not properly repaired.

5.1.9.5 Problems with the new vehicles models

The inspection team was informed that there are concerns from the mechanics

regarding the new vehicle models, that when for instance you need to change the

headlamp, you need to drop the whole bumper. This is said to be affecting the time

frames. It was mentioned that the National Office is working on the new production

sheet, which would help to alleviate these concerns. Another challenge raised, was

that the canopy for the new vehicle models like Mahindra and Amarok is too heavy for

the loading box, resulting in many cracks.


5.1.9.6 Challenges with the training apprenticeship for level 5

It was indicated that the garage personnel are unable to complete their apprenticeship

because there is only one person responsible for the training levels in Benoni.

5.1.9.7 Challenges with regard to old and insufficient tools in the garage

The garage also indicated that there are complaints or concerns from the personnel

regarding the old and insufficient tools at the garage. However, there was an indication

that a requisition has already been sent through to the National office and purchasing

would be done once financial approval is received.

5.2 Unannounced inspections

5.2.1. Introduction

The unannounced inspections focus on the implementation and compliance of the

SAPS depot or garage with the Batho Pele Framework. Unannounced inspections are

conducted after the announced inspections. Unannounced inspections provide a

picture of the daily operations and practices of a service delivery site.

The inspection was led by the Limpopo PSC Commissioner. Prior notification was not

provided to the garage or depot about the unannounced inspection. This was done to

afford the inspection team an opportunity to observe actual practices at the site. The

unannounced inspection was guided by a checklist which contained the following

issues pertaining to the Batho Pele principles5:

Observing facilities: This includes outside and inside signage, display of services

rendered, display of business hours, condition of building, ramps for the disabled

and cleanliness of facilities;

Observing access to information: This includes availability of a staff member

who guides and directs people on arrival to appropriate service points, display of

service standards, availability of an information desk, display of complaints register

and suggestion box;

Observing staff: This includes wearing of name badges by staff, friendliness of

staff and appearance of staff in terms of professionalism;

Talking to staff: This includes asking staff about arrangements for taking lunch

breaks in order not to disrupt service delivery, approaches used to improve access

to service and best practices on Batho Pele; and

General observations: This includes observing availability of air-conditioning,

access to water and toilet facilities, facilities for the disabled and sufficiency of

parking facilities.

5.2.2. Observing facilities

5 PSC Protocol document on announced and unannounced inspections, 2007


Signage: It was observed that the depot or garage visited has an outside signage.

However, this needs to be augmented as there is no easily noticeable signage from

the main road intersections around Polokwane. This will ensure optimum accessibility

without the need for calling to ask for directions.

Business hours: The inspection team observed that the garage or depot does not

have its business hours reflected both inside and outside the premises.

Condition of the building: Although the building looks very old, the yard is properly

maintained. There is insufficient space on site which confirms the need for additional

working bays for the technicians.

Ramps for the disabled: The area around is easily accessible by the disabled.

5.2.3. Observing access to information

Information: The inspection team observed that although there is security at the

garage, none enquired about the team’s entrance or exit at the gate. Nonetheless,

the reception area is clearly identifiable from the main gate for assistance. Even

though there was nobody to assist the team at the reception, one of the staff members

assisted the team upon arrival to the appropriate point.

Suggestion/complaint boxes: The inspection team observed that there is no

suggestion or complaint box at the site for clients to raise their concerns and also to

provide input on the desired quality of services in line with the Batho Pele principle of

Redress

5.2.4. Observing staff

It was observed that the majority of staff members at the site visited did not have their

name tags on, the only exception being those in police uniform. However, the staff

members were friendly and appeared to be knowledgeable in their responses.

5.2.5. Talking to staff

The inspection noted that the following are in good working condition:

telephones;

fax machine;

computers and equipment at the counters; and

printer

Staff members indicated that computers are sufficient but they need additional

printers.


5.2.6. General observations

Water and sanitation: The inspection team observed that there are two water coolers

for use by clients. The team also noted that the toilet facilities are in good working

condition, including showers and the garage indicated that there are no reported

shortages of water.

Conducive working environment: Air conditioning or heating systems were in place

and officials did not indicate any challenges thereof.

Parking facilities and security: Parking was not adequate. The depot or garage is

opposite Lafarge Cement Company and they are also forced to use parking bays

meant for Lafarge cement clients. Security measures were provided at the site in the

form of a wall around the site as well as physical security at the main gate.

6. RECOMMENDATIONS

The following are the recommendations emanating from the inspection at the

Polokwane SAPS garage:

Announced inspections

The garage should develop own record of SAPS vehicles benefiting from the

services rendered to be able to quantify the demand for services and mechanical

repairs.

The garage should develop a communication plan to ensure stations are updated

of the progress of their vehicles at the garage. For example, developing a link to

the management system with computerized or automated message sent to the

respective stations at each step of processing.

The Department to speed up the process of appointing an additional electrician in

order to help ease the workload at the garage.

The garage together with the stations to develop a preventative maintenance plan

to avoid excessive expenses resulting from skipping services and reduce the

amount of mechanical repairs in the long term.

The Department to appoint a panel beater at the garage to augment the existing

expertise and reduce the use or reliance of or on external service providers.

The garage to fast-track the electrification of the identified space to ensure

increased space at the garage.


Unannounced inspections

There is a need for proper signage at the main road intersections to ensure

accessibility

The garage to ensure that a dedicated official is available at the reception.

Batho Pele training to be provided to the front staff at the garage.

Services rendered at the garage should be displayed.

Adequate parking should be made available for visitors.

Customer satisfaction survey should be conducted.

Complaints or suggestion box should be provided and placed where the clients

could easily access and be encouraged to utilise them.

Business hours should be displayed.

All officials should be encouraged to wear name tags in order to promote uniformity

and consistency in line with Batho Pele Principles.

7. CONCLUSION

The inspection conducted at the Polokwane SAPS garage, in the Limpopo Province,

is one of the methodologies of reinforcing accountability in rendering public services.

This exercise is meant to observe and obtain firsthand information regarding service

delivery. It has established areas of improvements which need to be attended to

improve service delivery. During the inspection discussions were held between the

inspection team and the SAPS officials at the garage. The most important area of

improvement relates to the communication between the garage and the stations

regarding the progress of their vehicles. The PSC believes that the above

recommendations will assist the garage to improve service delivery and relations with

the recipient of the services rendered.


ACKNOWLEDGEMENT

The PSC would like to express its appreciation for the cooperation and support

provided by the Department of Safety, Security & Liaison, the Provincial SAPS office

and the SAPS management at the garage in preparation for the inspection and the

SAPS garage officials available on the day of the inspection.

REPORT ON A SERVICE DELIVERY INSPECTION OF POLOKWANE … report... · SAPS South African Police...

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