Potlaka - Service Delivery Innovation Project

Potlaka is the service delivery innovation project of the Chief Directorate: Maintenance and Community Based Public Works within the Dept of Public Transport, Roads and Works in Gauteng. The core function of this programme is to render an infrastructure maintenance service to other government departments, as well as maintaining its own assets. The Potlaka programme established internal business units within the Chief-Directorate, operating on commercial principles. It also addresses the streamlining of procurement processes, the improvement of the operation of the departmental stores and the rationalisation of contract documentation with external contractors.

The Chief-Directorate is responsible for the maintenance of a very significant portfolio of provincial buildings, which includes 34 hospitals and 120 clinics. Pilot projects were started in four regions: Pretoria, Springs, Westhoven and Tulisa Park. The skilled artisans needed to service these areas are plumbers, painters, carpenters, boiler-makers, fitters and electricians.
Innovation

The PFM Act obliges all government departments to be accountable for resources and finances. Potlaka was designed to assist departments to fulfil this obligation and was implemented in three phases: Phase 1 included the confirmation of top management, a feasibility study, a business plan and the orientation of staff to fully understand the improvement process. Phase 2 involves the creation of maintenance business units and systems required to operate on commercial principles, the initiation of pilot projects, the monitoring of these pilot business units, data collection and setting of benchmarks and work standards and the preparation for the roll-out of the SDI (Service dekivery Innovation)  process in the four regions. Phase 3, taking 24 to 36 months, will implement the SDI process in all offices of the Chief Directorate and assist the small business units. 
Effectiveness 

Staff involved in the pilot project should receive extensive training in business basics, marketing, buying, record keeping, costing, financial and human resource management and business planning. It is predicted that training will assist the staff to improve service delivery, identify problems within the Department and develop solutions.
From an overall perspective a positive improvement in productivity has been achieved. There are, however, significant variations due to differences in personnel, equipment and work conditions. In spite of training provided there is still a shortage of managerial staff with the ability to drive the process of improvement, and further attention to this aspect is necessary. The importance of regular feedback and evaluation by the responsible managers has been highlighted. From 120 people initially involved in the pilot phase, this has grown to a total of 1766 - Springs (243), Pretoria (693), Tulisa Park (418) and Westhoven (412).  Bi-weekly meetings are called and successes as well as problems are discussed.
Poverty Impact

Potlaka’s value lies in increasing the efficiency of government departments which provide a service to the community at large. Included in this is the delivery of a basic social program. A total of 1766 jobs were created by the pilot projects. 
Sustainability

Potlaka is a long-term initiative, but the reporting process and information gathered must be current, so that trends can be established early on. With work time already outnumbering time unaccounted for by more than 60% and the cost per unit well under R2000.00, Potlaka is reaping the intended results.
Replication

Service delivery needs to be improved all over South Africa.  Potlaka seems to be an innovative attempt to build capacity and efficiency within government departments and to improve the running of bureaucracy.

Dept of Public Transport, Roads and Works Gauteng
(no other partnerships)