Nancy-Gislla Jeja
A nation’s most valuable asset is its people; therefore, it is crucial that this invaluable resource receives the necessary goods and services required for its proper functioning.
Consequently, the country, through its various offices, ministries and agencies (OMAs), bears the responsibility of providing national documents, water, education, healthcare, housing, sanitation, food security, and social grants, among others. Each of the OMAs has a mandate to fulfil for the Namibian people. The media has exposed some shortcomings in public service delivery, including cases of individuals perishing due to delays in ambulance services and inadequate water provision in certain rural areas.
This brings us to the significant concept of the customer service charter, which could hold the key to resolving issues in service delivery. The customer service charter is a clear and concise “living document” with the important role of educating and informing both customers and staff members about an institution’s operations and services. Its ultimate aim is to enhance access to an organisation’s services and promote quality to the general public. The customer service charter serves as an institution’s promise to its customers, whether internal or external.
The customer service charter came into existence after African Heads of State and Government adopted the African Charter on Values and Principles of Public Service and Administration in January 2011, and it officially came into effect on 23rd July 2016. Namibia played a pivotal role in the development of the African Charter, as it had already established its National Charter on Public Service. This African Charter unites member states in their collective commitment to improving public service delivery, combating corruption, protecting citizens’ rights as users of public services, and promoting good governance and sustainable development on the continent. Namibia was drawn to these principles back in 2011, signing the charter in that very year and ratifying it in 2013.
Namibia continued to make history with the African Charter on Values and Principles of Public Service and Administration in 2022, becoming the second country to submit a report on the charter’s implementation to the African Union Commission, using the State Parties Assessment Tool (SPAT) as a pilot.
The Namibia Public Service Charter, with its slogan “We are here for you”, was established in 2009 and is divided into three parts: Part one covers the development of the customer service charter (also known as institutionalisation), part two addresses the implementation of the customer service charter (or internalisation), and part three focuses on the sustainability of the customer service charter (or living the charter). According to the report presented at the Africa Public Service Day in Katima Mulilo which took place from 24 to 28 July 2023, all OMAs and regional councils (RCs) have developed their charters, with most having undergone reviews. However, the majority of OMAs and RCs are still in the implementation stage, and many are grappling with “living the charter” or ensuring its sustainability.
During the development and review of the charter, it is imperative for the customer service charter implementation team to engage in thorough consultations with all stakeholders, both internal and external.
This process serves as a means of educating and creating awareness, especially among the public, about the services an institution offers. External customers should have the opportunity to express their expectations regarding service delivery, response times, and the conduct during interactions. For instance, residents of Aimasbank in the Daures constituency or Homeb in the Walvis Bay Rural constituency should be aware that if rural toilets have been approved for their villages, they can expect the service to be delivered within a specified period, following the general principles of courtesy and helpfulness, non-discrimination, transparency, and accessibility.
Simultaneously, internal customers should fully understand their role in service delivery and fulfil it.
For example, a procurement officer in the procurement department of the regional council should ensure that requested water taps are in stock and provided promptly, as promised, to prevent the community of Otjimbingwe from experiencing water shortages. The same applies to the Finance department, which must promptly pay suppliers recommended by Procurement to ensure efficient service delivery.
Once all OMAs and RCs have implemented customer service charters, employees of these institutions should embody the principles outlined in the charter. In essence, promises made in the charter should be ingrained in the service providers. An unanswered phone in one office should prompt action elsewhere, with colleagues readily stepping in to answer calls when someone is away from their desk.
The charters should be published in both English and local languages and made available in brochures. New employees should receive orientation and induction on service standards and promises related to core functional services. Another important aspect of the customer service charter is the Feedback mechanism, which can be facilitated through suggestion boxes. The team responsible for the customer service charter should monitor complaints, comments, and suggestions regarding service delivery and ensure that OMAs and RCs have effective feedback systems in place. Customers should be able to deposit their concerns, advice, and recommendations in accessible suggestion boxes.
For example, placing a suggestion box only in Omatjete would not be helpful; instead, boxes should be placed in areas such as Okongue, where there is a clinic, allowing farmers and visitors to express their concerns related to any service. Sustaining the charter, combined with feedback from suggestion boxes, can provide valuable insights into business processes. If, for instance, it takes two days to respond to a water crisis due to bureaucratic processes, it may be necessary to re-engineer these processes to ensure a quicker response to community needs.
In conclusion, it is essential to reiterate that the Government of the Republic of Namibia has introduced numerous reforms in its pursuit of effective service delivery. The responsibility lies with us, as public servants, to provide services that adhere to established standards, with courtesy and helpfulness. We must be accountable, non-discriminatory, and provide equal and fair services to all, emphasizing efficiency, effectiveness, and affordability. As public servants, we should rectify our shortcomings, provide information about public services promptly and openly, engage in regular consultation and communication with service users, consider their views and priorities, maintain transparency, and consistently deliver quality, accessible services.
The promises outlined in the customer service charter should be incorporated into every public servant’s Performance Agreement, as per Cabinet’s advice in 2011, which stipulated that customer service charter should be integrated into the performance management regime rollout. Lastly, unannounced audits on the performance of various core functional units need to be strengthened.
Customer service charter – our promises should hold us accountable!
* Nancy-Gisella Jeja is an MBA (Public Sector Management)