Turning a deaf ear to citizen or how to translate
citizen feedback into continuous improvement:
recent best practices.
Ale...
The complaints management systems’ many
challenges
Blame-rich and credit-poor public managers →
financial crisis
Excess of...
Research questions
Is complaint analysis a correct tool for planning nowadays?
Is Complaint a consistent and efficient pla...
Feedback
Immediate
Delayed
Positive
Negative
Routinary
Direct
Indirect
Anonymous
Mediated
Proactive
Sustainable
Grounded
A...
Citizen
Beneficiary
Consumer
Producer/Consumer
Customer
Taxpayer
Passive citizen
Voter
Professional Citizen
Difficult Citi...
Learning from feedback
Listen to “discontented” inside and outside the organization
"Hard" (process, technicalities, funct...
Efficiency Unit Hong Kong
The Efficiency Unit idea is that Complaints provide important intelligence to departments
on whe...
Scottish Community Services Agency
2007 Crerar Review (report of the independent review of regulation, audit, inspection a...
A new complaints cataloging model
A Performance Technical Content
Includes: technical compliance, readiness and timeliness...
Italian Case Study 1
YEAR No. COMPLAINTS PA/CA
2011 44 5 (2 C; 2D; 1 E)
2012 45 3 (1 C; 2D)
2013 31 3 (2 C; 1D)
Table 2: C...
Italian Case Study 2
YEAR No. COMPLAINTS PA/CA
2011 165 40 (19A; 3B; 10C;
4D; 4E) over 182
total
2012 219 41 (27A; 9B; 4D;...
Comparing the Italian Case Studies
Corrective action is averse to a Common managerial
culture of CS2, while it is evident ...
Conclusions
Complaints management has a distorted use, for lack of interest in using it, but above all because the
organiz...
Potential future research developments
“Noisy” complaints (the ones which are not completely founded, are relevant in numb...
Contacts
Alessandro Minelli
CEPA
Centro di Ricerca sulla Pubblica Amministrazione - LIUC
Università Carlo Cattaneo
email: ...
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Turning a deaf ear to citizen Beijing Sino-US Conference on Public Management

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Turning a deaf ear to citizen Beijing Sino-US Conference on Public Management

  1. 1. Turning a deaf ear to citizen or how to translate citizen feedback into continuous improvement: recent best practices. Alessandro Minelli and Renato Ruffini LIUC Carlo Cattaneo University, Italy
  2. 2. The complaints management systems’ many challenges Blame-rich and credit-poor public managers → financial crisis Excess of democracy ISO 9001:2015 and EFQM-CAF 2013
  3. 3. Research questions Is complaint analysis a correct tool for planning nowadays? Is Complaint a consistent and efficient planning tool, or a NPM tool not already specifically calibrated for PA classical aspects? Complaints management can be improved in its positive input valence or is a part of a larger concept of transparency, included in strategies to create informed citizens Ruffini, 2013; Koontz, 1999; Crozier, Huntington and Watanuki, 1975; Arnstein, 1969
  4. 4. Feedback Immediate Delayed Positive Negative Routinary Direct Indirect Anonymous Mediated Proactive Sustainable Grounded Applicable Long period oriented
  5. 5. Citizen Beneficiary Consumer Producer/Consumer Customer Taxpayer Passive citizen Voter Professional Citizen Difficult Citizen Yang and Holzer, 2006; Solomon, 2005; Ruffini, 1999; Hirschmann, 1970
  6. 6. Learning from feedback Listen to “discontented” inside and outside the organization "Hard" (process, technicalities, function), and "Soft" (customers, values, culture d'enterprise) factors Targetology vs Accountability Competitive vs collaborative learning (→ deutero learning; inquiry; values) "Wal – Mart” approach focus on a specific procedure rather than on policy correctness So 2012; Lewis & Triantafillou, 2012; Longbottom & Hilton, 2011;Brewer, 2007; Kelman, 2005; Argyris & Schon, 1998
  7. 7. Efficiency Unit Hong Kong The Efficiency Unit idea is that Complaints provide important intelligence to departments on where there may be improvement areas and systemic weaknesses. In 2013 over half of the departments captured and shared the experience/lessons learnt in complaints (61%) handling, but only 1% of the departments declared publicly that there were policy changes/service delivery improvements implemented as a result of complaints made. As many as 71% of the departments did not make public their complaints handling information, be it complaints statistics, performance in complaints handling, or policy changes/service delivery improvements implemented as a result of complaints made
  8. 8. Scottish Community Services Agency 2007 Crerar Review (report of the independent review of regulation, audit, inspection and complaints handling of public services in Scotland) 2008 Sinclair report (Fit For Purpose Complaints System Action Group) 2010 Public Services Reform (Scotland) Act → complaints handling procedures (CHPs) overseen by the Scottish Public Services Ombudsman → leading to the Complaints Standards Authority CHPs include an emphasis on valuing complaints by recording all complaints, reporting key information and using the lessons learned to improve service delivery There is a requirement for each organisation to publish its complaints performance on a quarterly basis and publicise its performance annually. Organisations are also required to use complaints data to learn from complaints and to drive up standards of service delivery.
  9. 9. A new complaints cataloging model A Performance Technical Content Includes: technical compliance, readiness and timeliness, time and space consistency/homogeneity B Performance Transparency and accessibility Includes: communication, information, system of signals, guides to services C Performance Availability and amplitude Includes: Services amplitude, Performance completeness, effectiveness and utility of Services D Consumer orientation Includes: responsiveness, competence, courtesy, fairness, reassurance, empathy, capacity to identify customized solutions E Infrastructures Includes: cleanliness, comfort and safety dedicated to welcoming consumers
  10. 10. Italian Case Study 1 YEAR No. COMPLAINTS PA/CA 2011 44 5 (2 C; 2D; 1 E) 2012 45 3 (1 C; 2D) 2013 31 3 (2 C; 1D) Table 2: Complaints handling for CS1 in the 2011-2013 period
  11. 11. Italian Case Study 2 YEAR No. COMPLAINTS PA/CA 2011 165 40 (19A; 3B; 10C; 4D; 4E) over 182 total 2012 219 41 (27A; 9B; 4D; 1E) over 145 2013 194 91 (55A; 6B; 21C; 4D; 5E) over 169 Table 3: Complaints handling for CS2 in the 2011-2013 period
  12. 12. Comparing the Italian Case Studies Corrective action is averse to a Common managerial culture of CS2, while it is evident in the CS1. The Public Agency lies on citizens which are 100% customers, and this explains why on the total PA/CA the subarea D is always present. In both institutions safety and hygiene are not a priority, while technical compliance is the most common subject of PA/CA.
  13. 13. Conclusions Complaints management has a distorted use, for lack of interest in using it, but above all because the organizational mandate is missing, or worst top managers accept "Laziness" Administrative burdens can be implemented via less visible administrative processes, requiring lower political consultation and less need to acknowledge their purpose. Civil servants have in general a negative approach to transparency motivation and feedback reuse, while being solicited to innovate during crisis and being more and more the unit of analysis An individual and institutional growth path deriving from a transparent approach to services planning and provision, pointed out also by citizens Moynihan, 2014; Ruffini, 2013; Kelman, 2006; Yang and Holzer, 2006
  14. 14. Potential future research developments “Noisy” complaints (the ones which are not completely founded, are relevant in numbers and tend to be influenced by specific actors or worst by the media i.e. education or taxation issues). Concerns on the statistical value of data from “multiple” complaints (same complaints proposed by a great number of different citizens) or of the “serial” complainers cannot be considered in a traditional way. Definition of a ladder of civic involvement, that “grades” complaints according to citizens’ interest in Public Administration. A new measurement method were civil servants are not the only people assessed is advisable. There should be also the citizens, for their skills in input production. Financial as well as political issues could be essential to foresee negative picks and therefore there could be tests in order to reduce the impact of these picks and favour a trend analysis as underlined in the Efficiency Unit case study. Last, but not least, if “laziness” is a real issue in public management shyness on continuous improvement which are the characters of a “bad” manager?
  15. 15. Contacts Alessandro Minelli CEPA Centro di Ricerca sulla Pubblica Amministrazione - LIUC Università Carlo Cattaneo email: aminelli@liuc.it THANK YOU!

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