Understanding the public Sector Customer Tony Kieran 27 th  November 2008 Module 2 Introduction and Overview
Introduction <ul><li>Overall objective of the seminar: “The seminar aims at developing our understanding of  the ‘public s...
The Customer? <ul><li>What do we understand/mean by the word ‘customer’ </li></ul><ul><li>Terminology in use </li></ul><ul...
Group exercise <ul><li>Discuss the terminology based on your own experience </li></ul><ul><li>Have we an agreed understand...
Principles of service delivery <ul><li>Define the service role </li></ul><ul><li>Compete for talent </li></ul><ul><li>Emph...
Group exercise <ul><li>Discuss the 5 imperatives </li></ul><ul><li>Rate their importance in a public sector context.    </...
Customer Service <ul><li>Think of an instance where you have received good or bad customer service. </li></ul><ul><li>What...
Reorganising services to meet customer need <ul><li>One stop shops </li></ul><ul><li>Decentralisation </li></ul><ul><li>Cu...
Local needs and priorities The Public Service Centre Concept  Building services around the customer  Sharing of resource...
Reorganising services to meet customer need <ul><li>One stop shops </li></ul><ul><li>Decentralisation </li></ul><ul><ul><u...
Is it appropriate for non-Government agencies to be involved in front-line delivery of this service? Yes Yes Yes Is the ou...
Key Challenges when reorganising <ul><li>Co-operation cannot be taken for granted ‘soft resistance’ </li></ul><ul><li>Orga...
Constraints <ul><li>What prevents us from delivering the optimum service </li></ul><ul><li>What are the key problems effec...
Wide range of modernisation initiatives QCS, DBG/BLG, Information Society, Strategy Statements Individual Departments (15)...
Technology as a key enabler of change Organisational setting Organisational culture, etc. The full context Adapted from Lo...
Your own organisation <ul><li>How does your organisation view customer service? </li></ul><ul><li>What emphasis in strateg...
Wrap up/recap <ul><li>The customer </li></ul><ul><li>Principles of service delivery </li></ul><ul><li>Introduction to cust...
QCS principles <ul><li>12 principles </li></ul><ul><ul><ul><li>Standards, Equality/diversity, Physical access, Information...
Contact Details <ul><li>Tony Kieran  Principal Officer,  Department of Social & Family Affairs  College Road, Sligo. Rep. ...
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Introduction & Overview Tony Kieran

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Introduction & Overview Tony Kieran

  1. 1. Understanding the public Sector Customer Tony Kieran 27 th November 2008 Module 2 Introduction and Overview
  2. 2. Introduction <ul><li>Overall objective of the seminar: “The seminar aims at developing our understanding of the ‘public service customer’ and explores ways in which the customer can be placed at the centre of public sector services”. </li></ul><ul><li>But first… this session Who is the customer? Trends and developments. Review of initiatives and some group activity </li></ul><ul><li>Outline of rest of the two days Getting to know the customer PS Modernisation Case studies & Wrap up </li></ul>
  3. 3. The Customer? <ul><li>What do we understand/mean by the word ‘customer’ </li></ul><ul><li>Terminology in use </li></ul><ul><ul><ul><li>Client – negative connotations? Unequal relationship? </li></ul></ul></ul><ul><ul><ul><li>Customer – implies choice? New type of relationship? </li></ul></ul></ul><ul><ul><ul><li>Citizen – More empowered relationship? What about new arrivals into country from other countries? </li></ul></ul></ul><ul><ul><ul><li>Other – service user, etc. </li></ul></ul></ul><ul><li>Can we agree a common understanding of the ‘customer’, or is it even desirable? </li></ul>
  4. 4. Group exercise <ul><li>Discuss the terminology based on your own experience </li></ul><ul><li>Have we an agreed understanding of these terms? </li></ul><ul><li>What do you consider to be the most appropriate term to describe the relationship between people and the service? </li></ul><ul><li>Why? </li></ul><ul><li>Feedback </li></ul>
  5. 5. Principles of service delivery <ul><li>Define the service role </li></ul><ul><li>Compete for talent </li></ul><ul><li>Emphasise service teams </li></ul><ul><li>Go for reliability </li></ul><ul><li>Be great at problem solving </li></ul><ul><ul><ul><ul><ul><li>(Berry et al, 1990) </li></ul></ul></ul></ul></ul>Based on writing/experience from private sector. Some differences, many similarities
  6. 6. Group exercise <ul><li>Discuss the 5 imperatives </li></ul><ul><li>Rate their importance in a public sector context. </li></ul><ul><li>Are there any that just don’t apply? </li></ul><ul><li>Feedback </li></ul>
  7. 7. Customer Service <ul><li>Think of an instance where you have received good or bad customer service. </li></ul><ul><li>What made the difference on this occasion? </li></ul><ul><li>What did you have to do to put things right? </li></ul><ul><li>Group exercise & report back </li></ul>
  8. 8. Reorganising services to meet customer need <ul><li>One stop shops </li></ul><ul><li>Decentralisation </li></ul><ul><li>Customer segmentation </li></ul><ul><li>Life events </li></ul><ul><li>How do we decide which is appropriate for our service? </li></ul>
  9. 9. Local needs and priorities The Public Service Centre Concept  Building services around the customer  Sharing of resources  Sharing info with customer consent  Advice and Advocacy  Local democracy  Service delivery Independent Information Units Delivery of Council services Delivery of services by other Agencies A gateway to other Agencies  New Public Service Centres providing a single point of access to public services:  Walk-in  phone &  assisted channels Focus on quality of service
  10. 10. Reorganising services to meet customer need <ul><li>One stop shops </li></ul><ul><li>Decentralisation </li></ul><ul><ul><ul><li>Delegated authority as opposed to relocation </li></ul></ul></ul><ul><ul><ul><li>Autonomy </li></ul></ul></ul><ul><li>Customer segmentation </li></ul><ul><ul><ul><li>Area based service delivery </li></ul></ul></ul><ul><ul><ul><li>Life event – Oasis (now renamed as Citizens information) </li></ul></ul></ul><ul><ul><ul><li>Age based – NESC report ‘Developmental Welfare State’ </li></ul></ul></ul><ul><li>Life events </li></ul><ul><ul><ul><li>Particularly relevant when presenting information or services online as it makes it easier for customers to search </li></ul></ul></ul><ul><li>Decide which is appropriate for our service? </li></ul>
  11. 11. Is it appropriate for non-Government agencies to be involved in front-line delivery of this service? Yes Yes Yes Is the outcome too complex for any one Agency to achieve? Are there providers who could work together to achieve a common purpose? Is it effective and efficient for agents to work together? Yes No No No Government delivery Separate competitive delivery Government provision with provider involvement Co-ordinated or Integrated Service Delivery 1 2 3 4 No Framework for choosing between service delivery models Source; Gill and Rendall (1999) Framework for choosing service delivery model
  12. 12. Key Challenges when reorganising <ul><li>Co-operation cannot be taken for granted ‘soft resistance’ </li></ul><ul><li>Organisational energy and inertia Consolidation phases can lead to inertia </li></ul><ul><li>Commitment of top management to change </li></ul><ul><li>Skills and attitudes in developing public involvement and participation (Gastor & Rutquist, 2000) </li></ul>
  13. 13. Constraints <ul><li>What prevents us from delivering the optimum service </li></ul><ul><li>What are the key problems effecting service delivery </li></ul><ul><li>How might we overcome these? </li></ul>
  14. 14. Wide range of modernisation initiatives QCS, DBG/BLG, Information Society, Strategy Statements Individual Departments (15) and Agencies responding in disjointed manner to modernisation initiatives from the centre. Local service delivery Local service delivery Agencies collaborating at local (service delivery level), attempting to respond to disparate initiatives and to influence centre to respond in a co-ordinated manner to change initiative Centre Local The Influencing Challenge
  15. 15. Technology as a key enabler of change Organisational setting Organisational culture, etc. The full context Adapted from Lovelock, 2001
  16. 16. Your own organisation <ul><li>How does your organisation view customer service? </li></ul><ul><li>What emphasis in strategy statements, business plans, etc. </li></ul><ul><li>What efforts have been made to improve customer service? </li></ul><ul><li>Any tangible results? Process embedded? Why/why not? </li></ul>
  17. 17. Wrap up/recap <ul><li>The customer </li></ul><ul><li>Principles of service delivery </li></ul><ul><li>Introduction to customer consultation techniques </li></ul><ul><li>Reorganising services to meet customer needs and how we might decide on this </li></ul><ul><li>The internal customer </li></ul><ul><li>Constraints and challenges </li></ul><ul><li>QCS Principles </li></ul>
  18. 18. QCS principles <ul><li>12 principles </li></ul><ul><ul><ul><li>Standards, Equality/diversity, Physical access, Information, Timeliness & Courtesy, Complaints, Appeals, Consultation & Evaluation, Choice, Official Languages Equality, Better Co-ordination, Internal Customer </li></ul></ul></ul><ul><li>Are these all relevant? </li></ul><ul><li>Do they amount to a comprehensive quality service? </li></ul>
  19. 19. Contact Details <ul><li>Tony Kieran Principal Officer, Department of Social & Family Affairs College Road, Sligo. Rep. of Ireland </li></ul><ul><li>E-mail: tony.kieran@welfare.ie Phone: +353 71 9148499 Mobile +353 87 2373112 </li></ul>

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