PART TWO: PUBLIC SERVICE DELIVERY CHAPTER FIVE ETHIOPIAN PUBLIC SERVICE DELIVERY AND ITS ENVIRONMENT

5.1 Public Se !ice

Public service is any activity carried out by civil service institutions in implementing government policies, enforcing laws, social needs of the society at large. The concept and understanding of public service delivery is very important; for both the service providers and service recipients, to understand your right and obligation, to identify your customers and know their needs, to renew the bad images youve in delivering services to the public For public sector organizations to make their customers loyal to them, their customers do not want to hear the replies such as !t is not my problem; "an you come back after some time; #ait outside until you are called; !t is the rule; $orry, ! cant help you, etc.

5.1.1Fundamental elements of effective customer service

1. I"e#$i%& '#" u#"e ($'#" &)u cu($)*e ( $eek direct feedback from your customers by asking them what they need, want and e%pect, so that you can obtain an understanding of their priorities. &ou will also gain insights into what they value from the service'product; this will enable more effective allocation of resources and services. This process of determining customer e%pectations will identify things that are both realistic and unrealistic for the public sector to provide. (fter identifying service improvements that can be reasonably provided, ensure they are in line with customer e%pectations. )%pectations should be openly discussed and managed. +. Buil" ' cu($)*e (e !ice ($ '$e,& (n effective customer service strategy puts the customer at the centre of the business and its corporate*planning process. ( customer service strategy consists of a vision, an action plan, an implementation plan and the measurement of improvement.

-. Rec ui$ '#" *'#',e $.e i,.$ /e)/le !t is important to select employees who have the values and capabilities to meet customer standards. "lear, accurate ,ob and person descriptions and thorough selection and induction processes that include assessment of values can assist in ensuring a good organizational fit. -sing rewards and acknowledging staff for good .uality service goes a long way toward improving service delivery and customer satisfaction. #here staff members lack e%perience and'or competencies in customer service practices an delivery, provision should be made for training, mentoring or coaching. 0 .De!el)/ cu($)*e (e !ice c.' $e ( '#"1) (e !ice ($'#"' "( !t is worthwhile considering the development of customer service charters and'or service standards. Cu($)*e (e !ice c.' $e ( customer service charter provides an opportunity to publicly document and pledge your agencys commitment to being a customer*focussed organization. This statement is a form of mission, dedicated to customers. &our charter may also state your agencys fundamental service principles, values, standards and feedback mechanisms. /efer to (ppendi% 0 for guidelines on how to develop a customer service charter. Se !ice ($'#"' "( $ervice standards clearly outline the level of service a customer can e%pect when dealing with an agency or service provider. They are measurable indicators or levels that are agreed upon to ensure that products or services are of the desired .uality. $tandards may measure the outcome of the service or the process of giving the service. ( good approach is to allow your customers to provide input on what their e%pectations are with regard to service standards. For e%ample, a customer may e%pect that a voicemail will be returned within 12 hours * in this case, it is not necessary to commit to a service standard of returning a message within four hours. $ervice standards should be communicated to internal and e%ternal customers. 5. S.'/e /)lic& '#" / 'c$ice 2i$. $.e .el/ )% &)u cu($)*e ( Public sector policies and practices should be developed through consultation with our many community and stakeholder groups. The e%pertise and opinion of our customers, commercial enterprises and the not*for*profit sector is to be valued and should not be ignored. )ffective community engagement re.uires specialist skills, careful planning and coordination at local and state levels. The challenge for agencies is to develop partnerships that will allow communities to be heard and their e%pectations met. This will give us the opportunity to inform and inspire the future direction of the public service.

5.1.+ Cu($)*e The word is historically derived from 3"ustom4, meaning, 3habit4. (ccording to #ikipedia, 5a customer is someone who purchases or rents something from an individual or an organization. ( customer is someone who makes a habit to purchase goods or services or the ultimate beneficiary of the service provided.

5.1.+.1 T&/e( )% Cu($)*e (

The types of customers can be groupes in to two !nternal "ustomers People working in different departments, branches, etc )%ternal "ustomers !ndividuals, business people, groups outside the organization, etc

5.+ C.'#,e( i# $.e Public Sec$)

!n the past people may have thought that the public sector, particularly the civil service is protected from or perhaps immune to change. !t is doubtful whether many people would argue such a case today. The pressure for change is felt everywhere, developed and developing countries alike. 0efore moving on to consider the necessity of change, let us first define change. "offey, "ook and 6unsaker 7+882 9:;<, defined change as the process of alteration or transformation which individuals, groups, and organization undergo in response to internal and external factors.

5.+.1 Re'()#( %) c.'#,e( i# $.e /ublic (ec$)

There are many factors accounting for changes in the public sector. The ma,or reasons may be established as follows without of course giving an impression of e%haustiveness. 3 i. Re"uc$i)# i# /ublic e4/e#"i$u e The world recession in 1970s and the disappointing deficit of SOEs forced governments to reduce pu lic expenditure. =ot only did the size of pu lic expenditure need to contract, but also the demand for efficienc!, rationalization and downsizing came to picture and governmental policy agenda. ii. C.'#,e i# 2) 5 /e ce/$i)# >espite the obvious need for money to be able to maintain a basic standards of living, there are three current "e! factors in the public sector respect, information and involvement or participation# These factors furnished momentum in propelling polic! ma"ers to change the wor"ing culture and environment in the pu lic sector in manner that incorporates the a ove$elucidated factors.

iii. Di(('$i(%'c$i)# 2i$. bu e'uc 'c& Theorists that belong to the 5managerialist school believe that in order to o tain their o %ectives, ureaucracies need to institute management practices. ? To put it differently, they believe that it should move from &administration', which is an adherence to formalized processes and procedures, to &management' , which is concerned with the use of resources to achieve predetermined ob,ectives effectively and efficiently. The concrete idea advanced in this theor! is that managerial techni(ues similar to those used in the private sector should e applied to the civil service or pu lic sector 7(ucoin, +88? as cited in @ovell, +882 A<. This modern management techni.ue supposed to be applied in public sector is known as )ew *u lic management. Ne2 Public M'#',e*e#$: is a management philosophy used by governments since the +8;?s to modernize the public sector. =ew Public management is a broad and very comple% term used to describe the wave of public sector reforms throughout the world since the +8;?s. The main hypothesis in the =PB*reform wave is that more market orientation in the public sector will lead to greater cost* efficiency for governments, without having negative side effects on other ob,ectives and considerations 7Wi5i/e"i'6 $.e % ee e#c&cl)/e"i'7. i!. I#$e #'$i)#'l P e((u e( )% Mul$il'$e 'l Fi#'#ci'l I#($i$u$i)#( '#" $.e D)#) ( Strict orrowing conditionalities of the +,- and the .orld /an" have pla!ed an important role in spurring changes in the pu lic sector# The Structural 0d%ustment and Sta ilization *rograms of the .orld /an" and +,- do re(uire1 Introduction of public sector reform measures such as Civil Service Reform, Privatization, Rationalization Measures and ere!ulation or de"monopolization.

5.+.+ F'c$) ( $.'$ c'u(e c.'#,e i# $.e Public Sec$)

"hanges in organization are stimulated by a number of internal and external forces 7$toner and Freeman, +8;8; Cray and $melter, +8;8; 6olt, +88:; "offey, "ooed and 6unsakes, +882< 5.+.+.1 I#$e #'l %) ce( Pressures for change may arise from a number of sources within the organization, particularly from new strategies, technologies, and emplo!ee attitudes and ehavior. =ew strategies for long*term growth may trigger changes in the goals of the departments "hange in internal technology would lead to a change in wor" routines, training programs, and compensation arrangements. ? !nnovative suggestions coming from employees 7via 2ualit! circles, open$door policies, suggestion s!stems etc3 ma! cause changes# 4hanges in the social mix and racial structures ma! also cause changes

)%amples The entrance of more women and minorities into the work force may lead to introduction of flexi le wor" schedules enefits li"e da! care Special emplo!ee$training programs. #ork dissatisfaction 7as manifested in high turnover rates or stri"es< may lead to changes in management polices and practices# 5.+.+.+ E4$e #'l F) ce( (n enormous variety of e%ternal forces coming from Technological environment, Economic Environment, *olitical and legal Environment, Social conditions and competitive environment induce organizational changes. 817 T.e $ec.#)l),ic'l e#!i )#*e#$: (dvances information and technologies 7such as computers, ro otics, television, E$mail technolog!, space communications, %et engines, atomic energ!, and genetic engineering < are transforming the modern organization. "hanges in each of these categories occur at dramatic speed, and companies desperately try to keep pace. (s more productive and useful technologies become available, organizations will be forced to adopt them ,ust to keep up. 8+7 T.e ec)#)*ic e#!i )#*e#$: )conomic factors outside an organization affect its a ilit! to function 7i.e. a ilit! to raise mone!, sell products, hire (ualified la or, and purchase necessar! goods and materials<. )%amples of )conomic conditions that can induce organizational changes or adaptation are +nflation or deflation, growth or recession, and full employment or unemployment * Drganizational change occurs as managers adapt to changing economic conditions. 8-7 T.e /)li$ic'l '#" le,'l e#!i )#*e#$(: $ome of the political and legal conditions that can affect the proper functioning of business and public sector organizations include *rivatization5 6eregulation5 6iplomatic pro lems with foreign governments5 4hanges in the civil service5 Other changes in federal and state laws5 ,ultilateral em argo imposed ! international organizations 7-light em argo on 8i !a9Sudan, em argo on /ritish eef export ecause of mad cow disease etc3 and Pressures from civic societies 7Pressures from environmental associations on $hell< 3

807 S)ci'l C)#"i$i)#(. Bultitudes of social factors can also entail changes in organizational function. These take various forms. For e%ample, Cender sensitivities 7the rights of women<, the rights of minorities, homose%ual, and the physically disadvantaged. Drganizations are affected by changing social e%pectations and employee demands pertaining to such things as parental leave or divorce, child care, %o related stress counseling, drug testing, and 0+6S Drganizations must respond and adapt to these multiple social forces if they are to survive and prosper. 857 C)*/e$i$i!e e#!i )#*e#$. "ompetitive pressures can also bring about significant changes in organizational operations. To survive and prosper, an organization must adapt to a new, up*and coming*competitor, which enters the marketplace or offers promising new products or services to the society. =owadays, immensely high number of organizations faces stiff international competition. For e%ample, FapanGs rise to economic status is the result of winning fierce competition in some businesses.

5.- E$.i)/i'# Ci!il Se !ice Re%) * P ), '*

!n =ovember +882, the office of the Prime Binister of )thiopia set up a taskforce to e%amine the overall management, arrangements'organization and operations of the civil service both at central and regional levels. (s a result, the taskforce formed the basis for formulating the "ivil $ervice /eform Program which was launched in +889 with a planned completion date of the year 1???. 5.-.1 THE VISION OF THE ETHIOPIAN CIVIL SERVICE REFORM PRO9RAM The Covernment has declared the following as the desired output of the "ivil $ervice Program 7Beshesha, 1??1<. These are 713 4ivil Service that puts all its energ! and resources on the implementation of :overnment *olic! 7;3 4ivil that operates efficientl! and effectivel! 7<3 4ivil service that serves the Ethiopian people in a %ust, ethical, transparent and efficient manner 7=3 4ivil service that is accounta le to the elected representatives 7>ouse of *eople ?epresentatives3 7@3 4ivil service in which reward and remuneration will performance and contri ution e according to the individual

7A3 4ivil service that endeavors and contri utes for promotion and strengthening of -ederalism 9

773 4ivil Service that promotes and fosters the private sector

5.-.+ T.e Sub:/ ), '*( )% ECSRP 5.-.+.1 T.e T)/ M'#',e*e#$ S&($e*
Top Banagement $ystems /eform $ub*program refers to the process of improving the performance of political leaders and top management of civil service organizations in formulating institutional vision, mission, policy, and strategic plans. !t also includes the process of improving the overall organizational structure and working systems of civil service system that would support managerial roles of top management with the overall aim of achieving organizational effectiveness and efficiency. This reform sub*program has two important issues improving the capacity of top management through human resource development programs and creating conducive working environment in terms of designing appropriate institutional structure and creating effective and efficient working systems. This reform sub*program is considered to be the most important of all "$/P areas because it determines the outcomes of other sub programs. Ob;ec$i!e( )% $.e (ub:/ ), '* The general ob,ective of this reform sub*program is to make the political leaders and top management of the civil service more effective and efficient by establishing relevant, modern and feasible working systems, practices, and management systems in the civil service. The specific ob,ectives of the sub* program include To develop strategic plans and management capacity of political leaders and top management of civil service; To improve the leadership roles of top management through designing top management development programs; To create and institutionalize effective system for policy analysis and evaluation in the civil service; To develop performance management standards and directives, establish information system in the civil service; To reorganize the "ouncil of Binisters and Prime Binister Dffice so that they can discharge their strategic coordination and follow up roles. A

To review the duties, functions, responsibilities, and relationships of the federal e%ecutive organ in light with the vision and mission of the "$/P.

O ,'#i<'$i)# '#" $.e c)*/)#e#$( )% T)/ M'#',e*e#$ S&($e*( Re%) * Sub:/ ), '* This reform sub*program is implemented under the auspices of the Prime Binister Dffice. !n order to realize its ob,ectives, the following si% components' pro,ects were designed i. $trategic Planning and Banagement This aims to institutionalize strategic plans and management principles, effective working systems, and e%emplary practices in the civil service through continuous training and operating procedures. ii. Top Banagement >evelopment This component seeks to develop the

capacity of political leaders and top management of civil service by formulating appropriate top management development policy. iii. iv. v. vi. Policy >evelopment and Banagement !t aims to Performance Banagement /eorganization of the "ouncil of Binisters and Dffice of the Prime minister /eview of legislated mandates of e%ecutive organ of the government

5.-.+.+ Hu*'# Re()u ce M'#',e*e#$ S&($e* Re%) * Ob;ec$i!e( )% M'#/)2e A"*i#i($ '$i)# Re%) * (ub:/ ), '* This sub*program has the following ma,or ob,ectives To support the efficiency, effectiveness and productivity of civil service; To ensure modern and non*interrupted public service delivery; To design problem solving and modern human resources management systems, approaches and operative procedures; To establish and institutionalize information system that would support efficient, effective and productive manpower administration and decision making process in the civil service;

To provide capacity building support and assistance to /egions for implementing the new manpower administration policies, systems and directions.

5.-.+.- E4/e#"i$u e M'#',e*e#$ Re%) * The )%penditure Banagement and "ontrol Program is one of the five sub*programs of "ivil $ervice /eform Program entrusted with the ob,ectives designing reform ideas for improved and new systems of financial management, and control that can be used at federal, regional, and city administration. Ob;ec$i!e( )% $.e Re%) * The ob,ectives of the )B"P reform are to >evelop a comprehensive and complete legal framework for civil service financial administration*proclamations, regulations and guidelines; !ntroduce a budgetary system which allows informed and rational annual and medium term resource allocation reflecting government ob,ectives'priorities; !mprove accountability to elected bodies through introducing transparent accounting, reporting and control systems; !nstall proper arrangements for the ac.uisition, safeguard and control of cash, financial and physical assets; $trengthen internal and e%ternal audit discipline; !mprove financial information systems; $trengthen the human resource capacity through e%tensive training courses organized under different pro,ects.

5.-.+.0 Ci!il Se !ice E$.ic( Re%) * Ob;ec$i!e( The )thics /eform sub*program has set the following ma,or ob,ectives !ssuing codes of ethics and conduct, national and institutional charters of citizens rights and responsibilities, and evidence and procedure rules; )stablishment of the Federal )thics and (nti*corruption body; -ndertaking national campaign to build public awareness and demand for high ethical practices; 8

0uild the capacity of media, police, public prosecutor and ,udiciary on the skills necessary for detecting, investigating and ad,udicating cases of corruption; "onduct survey of public perception on the scope of corruption in the country.

C)*/)#e#$( )% E$.ic( Re%) * (ub:/ ), '* The lead agency for )thics /eform sub*program is the Prime Binister Dffice. This sub program has si% components'pro,ects i. !ssuing codes of )thics and conduct -nder this pro,ect, codes of ethics and conduct for political appointees, peoples representatives, ,udges, and public employees were issued and the code of ethics are being implemented. T.e $2el!e / i#ci/le( )% $.e E$.i)/i'# /ublic (e !ice The ethics reform sub*program of the civil service reform program has issued the code of ethics for public officials and civil servants. The contemplated code of ethics has been intended to set down 5rules of the game in the service delivery and impose a standard for ethical ,udgment. The principles are indicated hereunder. 1. I#$e, i$& "ivil servants and public officials shall conduct their public, professional and private lives in a manner that will maintain and strengthen the publics trust and confidence in government. "ivil servants shall e%hibit the highest standards of professional competence and private conduct, carrying out their duties with energy and goodwill, with efficiency and effectiveness. +. L)&'l$& "ivil servants and public officials will dedicate themselves to upholding the constitution and the laws, and trusted to discharge their duties by fellow public officials -. T '#(/' e#c& Transparency is basically defined as openness and accountability in all areas of business "ivil servants and public officials should be transparent. 0. C)#%i"e#$i'li$& "ivil servants and public officials may use and disclose information which is a matter of public knowledge or which the public has the right to access. 6owever, in the course of their official duties,

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public officials will have access to information of a confidential or private nature, which is not authorized for disclosure.

5. H)#e($& The confidence and trust in, and respect for, the government by the governed depends upon civil servants and public officials being honest and being seen to be honest. =. Acc)u#$'bili$& "ivil servants and public officials are held responsible for their decisions and actions, ultimately by the governed. They must be prepared to give an account of their decisions and actions and submit themselves to whatever scrutiny is appropriate of their office. >. Se !i#, $.e /ublic i#$e e($ "ivil servants and public officials should make decisions and act solely in the public interest and not in their private interests. ?. E4e ci(i#, Le,i$i*'$e Au$.) i$& "ivil servants and public officials are entrusted with power and authority. That power and authority should be e%ercised legitimately within the authority of office. "ivil servants must not abuse their power and authority @. I*/' $i'li$& "ivil servants and public officials should make decisions and act in a fair and e.uitable manner. "hoices should be made on the basis of merit, and advice offered should be without 3fear or favor4 13. Re(/ec$i#, $.e L'2 "ivil servants and public officials should obey the @aw and should comply with any enactments, Proclamations or directives appropriate to the performance of their duties and as instructed to do so by the relevant authority. 11. Re(/)#(i!e#e(( "ivil servants and public officials should listen and respond to the needs of their key stakeholders, in a timely manner, treating them with respect and courtesy. 1+. Le'"e (.i/ "ivil servants and public officials should promote and support these principles by taking the lead and setting e%amples, demonstrating the highest standards e%pected of role models. ii. )stablishment of Federal )thics and (nti*corruption body The Federal )thics and (nti*corruption "ommission was established in may 1??+ with the ob,ectives of
!n cooperation with relevant bodies, to strive to create an aware society where corruption will not be condoned or tolerated by promoting ethics and anti*corruption education;

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!n cooperation with relevant bodies, to prevent corruption offences and other improprieties; and, To e%pose, investigate and prosecute corruption offences and improprieties.

iii.

Bass media capacity building This aims to build and strengthen the capacity of mass media to investigate and report corruption cases and unethical behavior in civil service. Particularly, this component involves preparation ,ournalism curriculum, Covernment* Bedia relations protocol, ,ournalist and press agencies code of ethics, and freedom of information act.

iv.
v.

Polices, public prosecutors and ,udges capacity building This involves developing the skills, knowledge and ethics of prosecution handling and administration. )thics )ducation This involves provision of ethics and anti*corruption education. !t also facilitates the means to incorporate ethics and civic education in the "ountryGs formal education curriculum and the establishment of ethics and civic education clubs in schools in collaboration and partnership with the Binistry of )ducation.

vi. "orruption survey This pro,ect aims to undertake survey on the prevalence of corruption at the country level. 5.-.+.5 Ci!il (e !ice Deli!e & e%) * This reform sub program seeks to improve the overall service delivery systems in the civil service institutions. C)*/)#e#$( )% Se !ice Deli!e & S&($e*( Re%) * Sub:/ ), '* !n order to achieve the above mentioned ob,ectives, this reform sub*program has been mainly initiated to i. ii. iii. >esign and implement service delivery policy in the civil service Prepare directive for handling service users complaints in the civil service institutions, and -ndertake pilot tests on selected institutions.

5.-. +.5.1 Se !ice Deli!e & P)lic& i# $.e E$.i)/i'# Ci!il Se !ice !n (pril 1??+ 7+88: ).".< the Covernment of the Federal >emocratic /epublic of )thiopia Published a $ervice >elivery PolicyG for the )thiopian "ivil $ervice. $ervice delivery, from public sector organizations, refers to those activities of government institutions aimed at satisfying the need and ensuring the well being of society as well as enforcing laws,

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regulations and directives of the government. $ervice delivery systems re.uire systematic method where by activities are arranged so that the service recipients can get the services they need in an effective, efficient, transparent an e.uitable manner. The efficiency and effectiveness of the civil service is of vital importance for a successful implementation of the government policies and strategies. This again necessitates the development of customer service delivery policy in the civil service. 5.-.+.5.+. P )ble*( '#" D '2b'c5( )% T.e E$.i)/i'# Ci!il Se !ice i# T.e Deli!e & )% Se !ice(. Harious studies in the area indicate that several problems contributed to poor service delivery in the )thiopian "ivil $ervice among which the following are the ma,or ones positive attitude towards public service has not developed to the desired e%tent; insufficient recognition that citizens have rights to receive services from government; lack of accountability in civil service institutions for failure to meet e%pected performance es; service delivery in many civil service institutions are based on long and time consuming, e%cessively hierarchical organizational structure and obsolete management practices; services are in most cases provided in a manner that suits the administrative convenience of the providers rather than meet the needs of the recipients; civil service institutions tend to concentrate more on concerns for inputs and routine activities than on achieving tangible outputs by way of implementing government policies and programs as well as improving services; the public is seldom given clear and ade.uate information on the availability of particular services and the conditions re.uired to get these services; civil service institutions are sole providers of some services; most of the institutions do not have any formally constituted complaints handling mechanism; service users are rarely consulted about their needs; service delivery improvement is not given sufficient attention in the planning process of many government institutions; in many cases the level of initiative and commitment to improve services leaves much to be desired; shortage of resources constrains improvement of services to the desired level; inconsistency of regulations and guidelines governing institutions that provide related services as well as lack of coordination and cooperation among various departments within an institution and between related institutions often hamper efficiency in service delivery; human resource management system and conditions of work in the civil service do not motivate employees to provide .uality service;

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service users are often unaware of their rights and obligations pertaining to services an at times tend to resort to illicit means to get the services.

(s a result of these and other problems and drawbacks, the civil service has so far not been able to effectively carry out government policies and programs as well as to organize and delivery cost effective services. "onse.uently its role in promoting economic and social development remains limited. 0esides, the fact that the civil service, on several occasions, has not been able to properly address the rights of service users. =ot getting the public services to perform in a fair and e.uitable manner has contributed to the prevailing negative perception among the public about the efficacy of government institutions and civil servants. !n general, it is believed that absence of a clear and consistent government policy on service delivery in the civil service partly accounts for the prevalence of the above mentioned problems and drawbacks. 5.-.+.5.- THE NEED FOR THE POLICY The state of service delivery in civil service institutions calls for fundamental improvement. The Covernment is committed to bringing about such an improvement. This policy on service delivery is the first step to realize such government commitment. The policy is specifically needed to create awareness among civil service institutions and the general public about government intentions and e%pectations regarding service delivery and .uality of services; publicize the rights and obligations of both service probiders and recipients; ensure that civil services institutions strive to deliver better services within the same framework; encourage and promote service delivery improvement throughout the civil service; ensure continuing improvement in service delivery.

5.-.+.5.0. SCOPE OF THE POCICY The Federal Covernment is committed to the implementation of this policy in all civil service institutions. The policy is directly applicable to federal ministries, commissions, public authorities and municipal administrations as well as other agencies financed from the regular budget of the Federal Covernment. The Federal Covernment will make utmost efforts and provide necessary support to assist regional states to formulate and implement their own policies on service delivery by adapting the contents of this policy to their specific conditions. 5.-.+.5..5. OBAECTIVES OF THE POLICY The overall ob,ective of the policy on $ervice >elivery is to attain user satisfaction in service delivery in the civil service. !ts specific ob,ectives are to ensure * efficiency and effectiveness of service delivery in the civil service thus reducing the burden of providing and receiving services and there by facilitating economic and social development;

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e.uity in access to government provided services and in the treatment of service users; that institutions are managed in such a way as to provide better .uality services and are accountable for failure to do so.

5.-.+.5.= P)lic& I#($ u*e#$(1Di ec$i)#( The policy instruments'directions are designed to attain the overall and specific ob,ectives of the policy through +. Formulation of mission statement 1. Promoting positive attitude towards serving the public. :. >efining eligible users and setting advance re.uirements that have to be fulfilled by the service sectors. 2. Facilitating easy access to services by users. E. "oordinating related services. This means efficient coordination of related services in an arrangement whereby complementary services in different institutions or departments within an institution re coordinated to reduce inconvenience to service users and'or to avoid unnecessary lost to the government. 9. )stablishing complaints 6andling mechanisms A. Providing (de.uate information ;. "onsulting with service users 8. $etting $ervice $tandardsG +?. Providing cost effective services. ++. Promoting Transparency STRATE9IES. +. )stablishing an )%ecuting 0ody 1. "reating (wareness. :. "apacity 0uilding 2. )ncouraging employee participation E. Banaging service >elivery !mprovement through research and planning. 9. )stablish a =ational "ivil $ervice (ward system A. /ewarding e%emplary performers ;. #orking in partnership with members of the public.

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CHAPTER SIB =. INTRODUCTION TO CITICEN CENTERED SERVICE DELIVERY 8CCSD7

=.1 W.'$ i( ci$i<e#:Ce#$e e" Se !iceD

$ervice that is citizen centered takes account of citizens needs and concerns at every stage of the design and delivery of government services. $outh (fricas 0atho Pele 7"itizens First< principles provide an e%cellent policy framework and implementation strategy for citizen*centered delivery. These principles are E C)#(ul$'$i)# "itizens should be consulted about the level and .uality of the public services they receive and, wherever possible, should be given a choice about the services they are offered. I Se !ice ($'#"' "( "itizens should be told what level and .uality of public services they will receive so that they know what to e%pect. I Acce(( (ll citizens should have e.ual access to the services to which they are entitled. I C)u $e(& "itizens should be treated with courtesy and consideration. I I#%) *'$i)# "itizens should be given full, accurate information about the public services they are entitled to receive. E O/e##e(( '#" $ '#(/' e#c& "itizens should be told how national and provincial departments are run, how much they cost, and who is in charge. I Re" e((: !f the promised standard of service is not delivered, citizens should be offered an apology, a full e%planation and a speedy and effective remedy; and, when complaints are made, citizens should receive a sympathetic positive response. I V'lue %) *)#e&. Public services should be provided economically and efficiently in order to give citizens the best possibly value for money. 7www.ipac.ca/documents/WBI-Citizen-CenteredService)

=.1.1 Ci$i<e#( '#" Cu($)*e (

The current focus on citizen*centered service has been influenced by the =ew Public Banagement 7=PB< movement, according to which public organizations should follow the e%ample of business firms by seeking high*.uality service to 3customers.4 #hile many governments use the term 3customers4 to highlight their dedication to good service, it is important to remember that the role of

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customer is only one of the several roles that 3citizens4 play. "itizens can also be clients, claimants, compliers, and captives. Covernment leaders need to keep in mind that these various roles must be reconciled in the public interest. For e%ample, while customers of government may want lower admission fees to public parks, other citizens may want better social services or lower ta%es.

The key challenge for public servants is to balance the potentially conflicting goals of client service satisfaction with the protection of the interests of all nationals. This is the primary reason why providing high .uality service is more comple% in the public sector than the private sector. Therefore, the true role of public servants is not only to serve GcustomersG but also to balance the interest and preserve the rights of citizens 77"anadian >eputy Binisters Task Force on $ervice >elivery Bodels, +889<.

=.1.+ Pu (ui#, Ci$i<e#:Ce#$e ( Se !ice

The implementation of two important concepts helps to promote citizen*centered service. The no* wrong*door concept means that no matter what point of service citizens contact 7e.g. a government website, a government telephone number<, they should be able to get the assistance they need. The idea here is that citizens should not have to think about which department or even which government provides the service they are seeking. The necessary coordination and integration should be provided by the government7s< involved. "!T!J)=*")=T)/)> $)/H!") ( second and related concept is that of a single window 7or integrated service delivery<. This involves bringing government services together so that citizens can access them in a single seamless process where the focus is on citizens needs and wants. Bany governments are improving service by providing citizens with information through each of the main service*delivery channels K the !nternet, the telephone and in*person service. ( smaller number of governments have moved toward the integration and rationalization of these channels to foster efficient and effective service. Providing successful integrated service delivery across government boundaries and between governments and private sector service providers re.uires the creation and implementation of collaborative arrangements, especially formal partnerships. =.+ W.& S.)ul" Ci$i<e#:Ce#$e e" Se !ice Be I*/) $'#$ $) MeD ( research indicates that while citizens believe government has a more difficult task than the private sector, the vast ma,ority still e%pect service that is as good as or better than that provided by the private sector. This is a challenge that public servants can meet by working to close the gap between the service the public e%pects from government services on the one hand, and their satisfaction with the services they receive on the other. Covernment service delivery should be citizen*centered for at least three reasons + .!t should be conceived and e%ecuted from the outside*inKnot inside*outKwith the needs, perspectives and satisfaction of citizens foremost in mind.

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1. Bany of the clients of government are 3involuntary clients,4 whose service relationship with government derives from their obligations as citizens, or from the rights of other citizens. :. Those who deliver government services should always bear in mind that the .uality of government service delivery can and should contribute to strengthen democratic citizenship, and the bonds of confidence and trust between citizens, and between citizens and their democratic governments.

=.- T.e c)#ce/$u'l % '*e 2) 5 )# (e !ice "eli!e & '#" Cu($)*e :ce#$e e" Se !ice "eli!e &
The "onceptual Framework on $ervice >elivery and "ustomer "entered $ervice >elivery focuses on four components "itizen )%pectations of Covernment $ervice >elivery knowing citizen'client e%pectations, perceptions and priorities, and involving them in service improvements; Beasuring and /eporting on Performance and (ccountability measuring progress in closing the service gap and using that information to guide the selection of service improvement tools; Covernment >elivery of $ervices continuously improving the capacity of public organizations to deliver the service citizens e%pect; and Covernment $ervice !mprovement Toolbo% choosing the appropriate mi% of tools to close the service gap, as guided by citizen and client priorities for improvement.

!n order to understand the nature of the Lservice gapL and what tools to employ to reduce it, organization must first identify the needs of their clients . 0y obtaining accurate client feedback, organizations can then ensure they are providing what clients want, as opposed to what they think and they want; allocate resources more effectively by targeting priority areas; and Halidate resource re.uests.

=.0 W'&( )% I*/ )!i#, Se !ice '#" Fu'li$&

#hile public sector services perform better than we thought, the inescapable fact is that there is still a gap between the service citizens e%pect from government, and what they get. !n order to close this gap we must work on those things that will make the most difference to our clients. =ew public sector management techni.ues will help us to improve the .uality of service delivery in public sector. =.0.1 Ne2 Public Sec$) M'#',e*e#$ Tec.#iGue( %) e#.'#ci#, Gu'li$& )% /ublic (e !ice "eli!e &

+;

Banagement can be defined as the utilization of scare resources 7money, time. technology, material, human and information< to achieve results efficiently, economically and effectively, )fficiency refers to the way resources are utilized. !t is a measure of the ratio of inputs to the output produced. #hile it may be difficult for the rank and file of the civil service to cope with the methodological issues of efficiency, it will suffice if civil servants work on the basis of minimizing wastage of all inputs. )conomy refers to the actual cost of achieving a particular output or result. !t deals with money e%pended to ac.uire resources. !t asks the .uestion, L(t what costML The costs of pro,ects and programs should be watched such that the right .uality and .uantity are purchased at the right price. )ffectiveness refers to the achievement of the reason why a course of action 7program, pro,ect or activity< is undertaken. !f the )thiopian government spends billions of 0irr to import (!>$ drugs without any substantial decrease in the number of people living with (!>$, it means the course of action is not effective. Binistry of Telecommunications will not be effective if there are no phone lines or the e%isting ones are ,amming or conversation is always getting cut. Productivity is another concept that assists in public service delivery. 6ow productive is your staffM Productivity is an output'input ratio. !t focuses on the productivity of each factor of production. (gain, calculating the productivity of each factor of production is not an easy task. !t may re.uire some training. 0ut the fundamental issue is to answer the .uestion; what is this employeeGs has achieved on a daily'weekly'monthly basis could be an easy way of identifying a productive or non* productive one. 1. Dece#$ 'li<'$i)# Covernments have responded to demands for increased self*government by sharing power with and devolving authority to lower tiers of government, and this trend is continuing. The e%perience of the last +E years shows that the devolution of powers affects political stability, public service performance, e.uity and macro*economic stability 7#orld 0ank 1???<. (t the organizational level, more and more powers are given organizations in the area of decision making 7recruitment, promotion and discipline< as well as in the budgetary practices. Through the commercialization programme, government has given authority to many government organs to generate and e%pend within approved guidelines. 6owever, how decentralization affects organizational performance has to be monitored closely to avoid the abuse of power. +. Pe %) *'#ce M'#',e*e#$ Performance Banagement describes the systematic approach to performance involving the setting of performance ob,ectives and targets for programs. Banagers responsible for each program have the freedom to implement the processes to achieve these ob,ectives and targets. The actual level of performance against targets is measured and reported. The information is passed on to review bodies such as legislative committees, organizational committees or e%ternal management auditors. The reward system is to some e%tent tied to the achievement of targets set. Performance Banagement is the total system of managing the achievement of assigned duties and tasks. Performance management is the total system of managing the achievement of assigned duties and tasks by employees aimed at the attainment of an organizations mission. Performance can be conceptualized from organizational, departmental'divisional, or individual perspectives. LPerformanceL from the organizational perspectives is defined as the attainment of the key results +8

e%pected from an organization as derived from its mission. From the individual perspective, performance can be defined as the carrying out of assigned duties and tasks according to e%pected standards 7Fagbemi 1??? +:<. Figure 9.+ shows performance measurement is a ma,or component of the performance management system. (t the organizational level a set of performance measures is needed to provide a balanced and accurate picture of an organizations performance. Naul 7+88;< reported that The Cambia had two ma,or strategies for delivering its new public service /eform Programmes. These are a result oriented organizational performance management system for senior managers on the performance of their unit. a simple but comprehensive monitoring and reporting process, specifying overall ob,ectives, intended outputs, planned activities and e%penditures. Figure 9.+ T6) P)/FD/B(=") B(=(C)B)=T $&$T)B
D / C( = ! $ (T ! D = G$ H ! $ ! D = D / C (= ! $ (T ! D = G$ B ! $ $ ! D = 7$tatement of Purpose< P/!D/!T!)$ 7Covernment Db,ectives< 0->C)T (@@D"(T!D= 7Prioritized resources in line with Covernment ob,ectives< D/C(=!J(T!D=$ CD(@$'N)& D0F)"T!H)$ 7#hat the organization needs to achieve Covernment ob,ectives< $T/(T)C!" (=> (==-(@ ("T!D= P@(= >)P(/TB)=T(@ ("T!D= P@(= !=>!H!>-(@ D0F)"T!H)$ D/ N)& T($N$ P)/FD/B(=") B)($-/)$'!=>!"(TD/$'T(/C)T$ P)/FD/B(=") BD=!TD/!=C (=> )H(@-(T!D= B)/!T P(&

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Drganizational performance measures include, productivity 7output'input< profitability, breaking even, efficiency, goal attainment, and employee satisfaction, .uality of service'product among others. )mployeeGs performance has been measured through performance appraisal techni.ues. -. Be#c.*' 5i#, 0enchmarking is another useful tool to compare the performance between different organizations, or different units within a single organization, undertaking similar processes. "omparisons can be used to identify the best practice so that managers can emulate these practices. ( regular meeting of "hief )%ecutives of Binistries aimed at sharing good practices could contribute to .uality improvement. !t is possible to compare approaches to customer service, staff management, public relations, and decentralization among organizations. This techni.ue was used in the -nited Ningdom >epartment of )mployment in its contract branch to provide continuous improvements and planned innovation in its operation. T.e Be#c.*' 5i#, / )ce(( To apply benchmarking techni.ues, it is essential to consider the following se.uential cycles. '7. De%i#e )b;ec$i!e( ob,ectives to be defined from what the organization reveals about how well or how poorly it is performing. b7. De%i#e /e %) *'#ce *e'(u e( measures that e%press goals and ob,ectives in .uantitative terms have to be defined. These terms can be used to compute performance statistics for a particular organization that can be compared against suitable internal or e%ternal benchmarks. c7. C)llec$ "'$' '#" *e'(u e /e %) *'#ce: the current performance of the organization have to be measured by using the e%isting performance data. "7. E!'lu'$e c)#"i$i)#( '#" /e %) *'#ce: )valuating the achievement against the intended ob,ectives. e7. Su !e& /ee (: observing the best achievements and practices of other organization to take the reference points. %7. C)*/' e / 'c$ice(: "omparing the practices of the organization with other friend organization needed to be used as a benchmark. ,.7 Ree#,i#ee $.e / )ce((e(: /eorganizing the organizational process to minimize the gap identified. 0. T)$'l Fu'li$& M'#',e*e#$ 8TFM7 Total Ouality Banagement 7TOB< is one of the management techni.ues whose emphasis is on high .uality service and customer satisfaction. Ouality refers to the degree of e%cellence in producing a desired output. !t is characterized by minimum error or dissatisfaction. The desired output could be in terms of timeliness, reliability accuracy, accessibility, convenience waiting time specification and response time, among others. Ouality can also be seen as conformance to the re.uirements of the customer. !t comprises both efficiency and effectiveness 7$tephen +88+ :88<. !t encompasses the salient features of Banagement 0y Db,ectives 7B0D< also focuses on team building, effective leadership and commitment. The subtle difference between B0D and TOB is that B0D focuses on Gwhat is to be achievedG while TOB focuses on Ghow things should be doneG to achieve high .uality results. !n both techni.ues, goal attainment is almost impossible or at least more time consuming without group cohesion and good interpersonal relationship.

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TOB is a structured system for meeting and e%ceeding customer needs and e%pectations by creating organization*wide participation in the planning and implementation of breakthroughs and continuous improvement of processes. TOB processes are divided into four se.uential categories plan, do, check, and act 7the P>"( cycle<. !n the planning phase, people define the problem to be addressed, collect relevant data, and ascertain the problemGs root cause; in the doing phase, people develop and implement a solution, and decide upon a measurement to gauge its effectiveness; in the checking phase, people confirm the results through before*and*after data comparison; in the acting phase, people document their results, inform others about process changes, and make recommendations for the problem to be addressed in the ne%t P>"( The basic concepts of TOB are )veryone has a customer (dopt a partnering philosophy with suppliers )veryone is responsible for .uality Focus on preventing problems not fi%ing them Teamwork Processes fail most of the time not people Top Banagement must lead Biddle Banagement must support ? TOB uses .uality circles to guarantee high .uality products and services. ( .uality circle is a group of staff who meet regularly to discuss .uality related work problems so that they may e%amine and generate solutions to them 7Farvis 1??+<. ( group of 9*8 people may be given this responsibility. The main duty of the group is to challenge assumptions and e%isting methods and processes. ( team leader is re.uired to ensure the achievement of the teams ob,ectives. ( .uality circle should be interested in 0nal!zing the context of the pro lem 6efine the real pro lem +dentif! the courses +dentif! the impact of the pro lem +dentif! various optional solutions to the pro lem Suggest implementation process and procedures There is typically, resistance to any change from those who will benefit from the change but do not know and those threatened or adversely affected by, the change. For successful adoption of TOB, there must be perceived need for it, appropriate resources and supportive culture. 5. Public : P i!'$e Sec$) P' $#e (.i/ Dne of the ways in which governments tried to improve service delivery, is through public* private sector partnership. "ommon methods of public * private sector partnership are Privatization * Boint ventures

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* 4ontracting out services * 4oncession * 8easing Fund contribution by private sector to public sector pro,ects +. )ducation fund 1. Cender and development pro,ect Privatization +. Banagement contract )nabling policy environment for the private sector to function. !nformation technology =. Bu(i#e(( P )ce(( Ree#,i#ee i#, 8BPR7 0usiness Process /eengineering is a fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in "ost 6 Fu'li$&6 Ti*e 8(/ee"7 '#" Se !ice. !t combines a strategy of promoting business innovation with a strategy of making ma,or improvements to business processes so that a company can become a much stronger and more successful competitor in the marketplace. The founders of management techni.ue 0usiness Process /eengineering were Bicheal 6ammer and Fames (. "hampy. !n a series of books including ?eengineering the 4orporation, ?eengineering ,anagement, and The 0genda, they argue that far too much time is wasted passing* on tasks from one department to another. They claim that it is far more efficient to appoint a team who are responsible for all the tasks in the process. 0usiness process reengineering 70P/< began as a private sector techni.ue to help organizations fundamentally rethink how they do their work in order to dramatically improve customer service, cut operational costs and become world*class competitors ( key stimulus for reengineering has been the continuing development and deployment of sophisticated information systems and networks. @eading organizations are becoming bolder in using this technology to support innovative business processes, rather than refining current ways of doing work. Therefore, 0usiness process reengineering is one approach for redesigning the way work is done to better support the organizationGs mission and reduce costs. /eengineering starts with a high*level assessment of the organizationGs mission, strategic goals, and customer needs. 0asic .uestions are asked, such as L>oes our mission need to be redefinedM (re our strategic goals aligned with our missionM #ho are our customersM 6owever, 0P/ faced some criticisms. The criticisms were fast to claim that 0P/ was a way to dehumanize the work place, increase managerial control, and to ,ustify downsizing, i.e. ma,or reductions of the work force, and a rebirth of Taylorism under a different label.

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0ut if 0P/ is implemented properly, it can give huge returns. For instance, it has helped like Procter and Gamble Corporation and General Motors Corporation to succeed after financial drawbacks due to competition. !t also helped (merican (irlines somewhat get back on track from the bad debt that is currently haunting their business practice. Therefore, /*? is a out the proper method of implementation#

CHAPTER SEVEN CUSTOMER SATISFACTION SURVEYIN9

>.1 I#$ )"uc$i)# $) Cu($)*e S'$i(%'c$i)# Su !e&i#,

"ustomer satisfaction refers to how satisfied customers are with the products or services they receive from your agency. This satisfaction is determined by the .uality and type of customer e%perience and by their e%pectations. /egardless of the type of public service provided, there are some common 5drivers that influence levels of customer satisfaction. >rivers are those elements of service that account for a large proportion of satisfaction. =ot only it is possible to measure these and other drivers, but also such measurements can be instrumental in assessing and improving overall levels of satisfaction. There are a number of drivers that influence customer satisfaction, but some researchers have identified the following eight drivers as being of key importance for customers. These are overall satisfaction,

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accessibility, timeliness, information, outcome, knowledge, e%tra mile'courtesy and fairness which are measured by the eight core .uestions of common measurement tool 7"BT<.

7.2 Customer Satisfaction Survey #e all know customer satisfaction is essential to the survival of our businesses. 6ow do we find out whether our customers are satisfiedM The best way to find out whether your customers are satisfied is to ask them. #hen you conduct a customer satisfaction survey, what you ask the customers is important. 6ow, when, and how often you ask these .uestions are also important. 6owever, the most important thing about conducting a customer satisfaction survey is what you do with their answers. 7.2.1 Points to be considered in conducting Customer satisfaction survey 1. H)2 Y)u A(5 W.e$.e Cu($)*e ( A e S'$i(%ie" There are many ways to ask your customers whether or not they are satisfied with your company, your products, and the service they received. &ou can ask them

Face*to*face (s they are about to walk out of your store or office, ask them. "all them on the phone !f you have their phone number, and their permission, you can call them after their visit and ask how satisfied they are. Bail them a .uestionnaire This techni.ue has been used for a long time. The results are predictable. )mail them a customer satisfaction survey 0e careful to not violate $pam laws )mail them an invitation to take a customer satisfaction survey

+. W.e# $) C)#"uc$ ' Cu($)*e S'$i(%'c$i)# Su !e&D The best time to conduct a customer satisfaction survey is when the e%perience is fresh in their minds. !f you wait to conduct a survey, the customerGs response may be less accurate. 6e may have forgotten some of the details. $he may answer about a later event. 6er may color his answers because of confusion with other visits. $he may confuse you with some other company. -. W.'$ $) A(5 I# ' Cu($)*e S'$i(%'c$i)# Su !e&D

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There is a school of thought that you only need to ask a single .uestion in a customer satisfaction survey. That .uestion is, Lwill you buy from me againML #hile it is tempting to reduce your customer satisfaction survey to this supposed LessenceL, you miss a lot of valuable information and you can be easily misled. !t is too easy for a customer to answer yes to the Lwill you buy from me againML, whether they mean it or not. &ou want to ask other .uestions in a customer satisfaction survey to get closer to the e%pected behavior and to collect information about what to change and what to keep doing. 0y all means ask the basic customer satisfaction .uestions

6ow satisfied are you with the purchase you made 7of a product or service<M 6ow satisfied are you with the service you receivedM 6ow satisfied are you with our company overallM

(nd ask the customer loyalty .uestionsL 6ow likely are you to buy from us againM 6ow likely are you to recommend our product'service to othersM 6ow likely are you to recommend our company to othersM (lso ask what the customer liked and didnGt like about the product, your service, and your company. 0. H)2 O%$e# S.)ul" Y)u C)#"uc$ A Cu($)*e S'$i(%'c$i)# Su !e&D The best answer is Loften enough to get the most information, but not so often as to upset the customerL. !n real terms, the fre.uency with which you conduct a customer satisfaction survey depends on the fre.uency with which you interact with your customers. #e state renews drivers licenses for five*year periods. !t would be silly for them to ask us each year what we thought of our last renewal e%perience. "onversely, if we survey the commuters on our rapid transit system once a year, we will miss important changes in their attitudes that may be driven by seasonal events. 5. W.'$ T) D) Wi$. A#(2e ( % )* ' Cu($)*e S'$i(%'c$i)# Su !e&D /egardless of how we ask our customers for their feedback, what we ask them in the customer satisfaction survey, and when we survey them, the most important part of the customer satisfaction survey is what we do with their answers. &es, we need to compile the answers from different customers. #e need to look for trends. #e should look for differences by region and'or product. 6owever, we most need to act on the information we get from our customers though the survey. #e need to fi% the things the customers have complained about. #e need to investigate their suggestions. #e need to improve our company and product in those areas that means the most to the most of our customers. #e need to not change those things that they like. Bost importantly we need to give them feedback that their answers were appreciated and are being acted upon. That feedback can be individual responses to the customers if appropriate, or it can simply be fi%ing the things that they tell us need to be fi%ed.

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=. W.'$H( Ne4$ i# Cu($)*e S'$i(%'c$i)# Su !e&(D $o how do you know whatGs importantM 6ow do you know what really matters to themM Bore importantly, how do you know which things to focus your limited resources on first in order to have the biggest impact on improving customer satisfactionM

>.-

A P 'c$ic'l 9ui"e %) Me'(u i#, Cu($)*e S'$i(%'c$i)#

The "ommon Beasurement Tools 7"BT< which were developed and utilized by "anadian public sector are the most important tools in measuring customer satisfaction to the local conte%t in order to improve customer satisfaction and service delivery in the public sector. (t a minimum, organizations' agencies are strongly encouraged to assess customer satisfaction against the eight core .uestions'statements in "BT. (gencies are further encouraged to use those additional "BT .uestions that may be applicable and relevant.

>.-.1 Ie& ($e/( $) Me'(u e Cu($)*e S'$i(%'c$i)#

There are five key steps to measure customer satisfaction. These are S$e/ 1 De!el)/ ' /l'# Planning is a critical stage in the measurement of customer satisfaction.

W.& *e'(u e cu($)*e ('$i(%'c$i)#D

!t is important to be clear about why you are measuring customer satisfaction what purpose does the measurement serve, which customers do you want to survey, what information are you seeking and what outcome is your agency anticipatingM (re you doing it to P !dentify customer needs and e%pectations# P /evise, correct or improve a process; P Cuide planning, decision making, and resource allocation; P /eport against the customer satisfaction target in $outh (ustralias $trategic Plan, in con,unction with your department; P /eward and recognize employeesM #hat will you do with the resultsM #ill they be P provided as feedback to your customers 7including information about how their feedback is contributing to service improvement plans and priorities<; P presented to the e%ecutive management group and'or staff; P provided as information for service delivery improvements; P used in future business planning; P used in reports to )%"ommM 0e mindful of not overburdening customers with fre.uent re.uests for feedback and inconveniencing them with lengthy measurement methods. 0e sure to e%plain to customers what will happen with the results.

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Step 2 Determine the best approach for assessing customer satisfaction There is no one best approach for assessing customer satisfaction. &our success will depend on a combination of factors related to your agency and the answers to the .uestions e%plored in your planning phase. "onsiderations include customer segmentation, data collection approach and method, whether to use .ualitative or .uantitative data, and the survey sample size. "onducting a customer satisfaction e%ercise is a ma,or pro,ect and should be designed and analyzed by people with statistical e%pertise. Further information for statistical e%perts on the best approach for assessing customer satisfaction, including determining the appropriate sample size. Step 3: Ask for feedback - what to include (s a general rule when measuring customer satisfaction, the following should be considered $ets out the purpose of the feedback and guides the customer through the .uestions. (sks customers to describe their e%perience, needs and desires 7often on a scaling system<. These are the fundamental .uestions within the survey, providing information on client e%periences, e%pectations and needs. (lways be conscious of the amount of time that will be re.uired by the customer to complete the feedback Q a time limit of +?Q+E minutes is common practice. 0eyond this, people may feel that too much time is re.uired. Step 4: Turn customer feedback into useful information Preparing and storing feedback 7data< is important for effective analysis and review. !t should be entered and stored in a repository, such as a database or )%cel spreadsheet. The analysis of feedback must be undertaken by a skilled statistical analysis practitioner. $ome departments have internal e%perts that can undertake this analysis, while others enlist the assistance of e%perts to provide this service. 0y analyzing customer feedback 7data<, you should be able to identify the things that most heavily influence a customers satisfaction. !t is important to analyze and interpret the data to ensure that suggestions for meaningful improvements can be made. >eveloping recommendations to improve service delivery on the basis of priority areas for improvement that have the most direct effect on overall customer satisfaction Q these are the elements that will deliver the greatest impact for your customers. !n decision making, ask yourself #hat do we do first, #hat action's will provide the best improvement in overall customer satisfaction, #hat improvement or enhancements are worth making, #hat can we feasibly do with current resourcesM Bost importantly, it is essential to do something with the results of your customer surveys. )ven relatively small improvements can significantly and positively impact on overall client satisfaction. !n addition, each effort at service improvement that is based on the feedback provided by your customers will serve to strengthen Dverall customer

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relationships; the level of trust and confidence that will begin to build as they witness the impact of their feedback on service delivery. Step 5 resent the results and impro!e customer ser!ice

!t is advisable that the results of measurement processes be reported to e%ecutive, senior management and staff, so that all are aware of the current level of customer satisfaction within your agency. #ith e%ecutive endorsement, this will encourage a collective responsibility to implement the service improvement actions. The customers involved would also value receipt and recognition of the results, as well as the action to be taken. Presentation methods should be tailored for the audience; these could include formal written and statistical reports 7where your customer base is heavily involved or deeply connected<, e%ecutive summaries, personal presentations, brochures, newsletter articles, and intranet and !nternet postings. $imple, graphic presentations of data are a powerful way to display findings and are generally easy to understand. Dther methods include describing trends, showing percentages, comparing groups and their responses, and using diagrams. #hile it is great to have made the effort to collect customer feedback, the critical work is in the implementation of actions to improve your customer service. This is an ongoing need, not a one*off event.

"#3#2 The Application of $ommon %easurement Tools &$%T'

The "ommon Beasurement Tool 7"BT< has been adapted from the "anadian public service model and is fle%ible enough to be used alone or in components to support your e%isting customer satisfaction methodologies and measures. #ithin the "BT you will find core .uestions; these .uestions are based on research into what drives satisfaction with public sector service delivery; by using these .uestions, you will be better able to determine and assess levels of satisfaction and priorities for service improvement. The "BT .uestion bank also includes an additional +E? .uestions that can be used across different service delivery channels and types of service. !t is based on public sector best practice and is highly recommendable. (hat are the eight core )uestions*statements to include+ To simplify and align customer satisfaction measurement practices across the public sector, a set of eight .uestions and statements 7referred to as the core .uestions< has been developed. These core .uestions aim to measure the key drivers of customer satisfaction. -se of these eight .uestions will create consistency and enable direct and comparative measurement of customer satisfaction across agencies. (ll agencies are strongly encouraged to use these to assess customer satisfaction. They are made up of three summary .uestions and five other .uestions that measure the key drivers of customer satisfaction. The suggested rating scale should also be used to allow for easy benchmarking with other departments and agencies. &ou will note that the rating scale changes according to the conte%t of the .uestions.

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$he ei!ht core %uestions to measure customer satisfaction& I' Summar( )uestions
Dri!ers ,uestions*Statements
*er( dissatisfied

Satisfaction
*er( satisfied

1 +verall Satisfaction / 2ccessibilit( 0 $imeliness

II' +ther Core )uestions

Dri!ers

,o- satisfied -ere (ou -ith the +ver all %ualit( of service deliver(. +verall, ho- satisfied -ere (ou -ith the accessibilit( of the service3product. +verall, ho- satisfied -ere (ou -ith the amount of time it too4 to !et the service.
,uestions*Stateme nts

1 5 1 5 1 5

/ / 0

1 1

Agreement

-mportance

Stron!l( disa!ree 1 1 / 0 / 0 1 1

Stron!l( a!ree 5 5 52 52

5ot at all *er( Important important 1 1 / 0 1 / 0 1 5 5 52 52

1 Fairness 5 Information

6 7no-led!e 3 Competence 8 9:tra mile 3 Courtes( Dri!ers ; +utcome

I -as treated fairl(. I -as informed of ever(thin! I had to do to !et the service3product. Staff -as 4no-led!eable and competent. Staff -ants the e:tra mile to ma4e sure I !ot -hat I needed. ,uestions*State ment In the end, did (ou !et -hat (ou needed.

1 1

/ /

5 52 5 52

1 1

/ 0 /

52

0 1

0 1

5 52

Satisfaction <es 5o I !ot part of -hat I needed

Beasurement and surveying, however, are not limited to these eight .uestions. (gencies'organizations are also encourage to tailor measurement methodologies by including additional .uestions available from the "BT .uestion bank, which can be found at www.grc.sa.gov.au.

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