KURSUS PENINGKATAN PENYAMPAIAN PERKHIDMATAN MELALUI MELIHAT SEMULA PRESTASI PENCAPAIAN DENGAN BERFOKUSKAN PELANGGAN

PUBLIC SERVICE DELIVERY SYSTEM( SISTEM PENYAMPAIAN AWAM )

Disediakan Oleh :Teo Eng Seng

Sektor Pengurusan AkademikJabatan Pelajaran Negeri Sabah

88604, KOTA KINABALU

DEFINISI

Definisi Service (Perkhidmatan) Adalah hasil daripada aktiviti-aktiviti antara

pembekal dengan pelanggan dan aktiviti dalaman pembekal untuk memenuhi kehendak pelanggan.

DEFINISI

Definisi Pembekal Perkhidmatan (Service Provider) : Pembekal adalah agensi yang menyediakan produk

atau perkhidmatan untuk pelanggan.

Pembekal Perkhidmatan (Service Provider) is someone who has the skills and the knowledge to enable them to take responsibility for delivering the customers’ needs and expectations.

Dalam konteks perkhidmatan awam, pembekal merujuk kepada agensi-agensi kerajaan (Contoh : Kementerian Pelajaran Malaysia, Jabatan Pelajaran Negeri, Institut Pendidikan Guru dan lain-lain)

WHAT SERVICES MUST / SHOULD WE DELIVER

Every public sector / organization – produce defined outputs or define services to the public. Example :

the issue of licences delivery of health services delivery of education services payment of benefits collection of taxes the provision of additional information services the implementation of help lives and call centres the development of “joined-up” services in

collaboration with other bodiesEvery public sector / organization – should deliver services so that they meet the reasonable needs of their customers.

WHAT DO OUR CUSTOMERS NEED / WANT?

Services should be developed to meet :

the obligations of the department efficiently and effectively

improving the acceptability of service delivery to customers

WHAT DO OUR CUSTOMERS NEED / WANT?

Find out the views of customers requirement for changes and development in service delivery from :

complaints; suggestions & testing

meeting & discussion

surveys

written comments

visuals and presentations

RISKS TO VALUE FOR MONEY IN SERVICE DELIVERY Delivering what was planned Timeliness Meeting Standards Reliability Accuracy Responsive Avoiding Exclusion Providing Choice Accessibility

TARGET SETTING

Principles For Target Setting :

key targets should be set annually

Each target set should be SMARTS = Specific (clear with your aims)

M = Measurable (clear and transparent)

A = Achievable ( Stretching and reflecting organisations’ ambitions)

R = Relevent ( reflecting what organization is trying to achieve)

T = Timed ( clear as to when the target should be delivered )

TARGET SETTING

Target is customer focused :

who your customers are

what is important to them

their needs – what do they want and expect

what drives a positive or negative customer experience

TARGET SETTING

Different Types Of TargetsVolume Targets

the most simple to select the key measures of performance eg. The issue of identify cards

Quality of Services and Customer – Focused Targets measure the quality of output (eg. Accuracy) measure the quality of process (eg. Timeliness, turnaround, waiting times)

Efficiency Targets Reducing inputs to achieve the same outputs or cutling out wasted outputs Improved by increasing the volume and / or quality of

outputs for the same cost Efficiency sits in the overall value for money chain

Value For Money Chain

Resouces(RM)

Inputs Outputs Outcomes

Other external Influences

Economy Efficiency Effectiveness

Value For Money Chain

Efficiency targets fall into 2 broad categoriesUnit Cost Targets

- total cost of production divided by the number of units of output produced

Efficiency Saving Targets- Percentage annual improvements in efficiency with savings subject to audit

Financial Targets (eg. Rate of return)Agencies that opetare in a competitive commercial environment will be driven to be more efficient by market pressure

Target and Risk Management

When setting targets – consider the following questions

what are the potential risks to delivery?

what is the level of risk?

what are the consequences of failure to meet a target?

what arrangement can be put in place to reduce risk?

what contingency arrangements can be put in palce?

Target and Risk Management

Specific Risks which are associated with target setting :

Poorly designed targets – lead people to put effort into the wrong things

Targets – too stretching can be demotivating. Targets – too low a level – may

not generate incentives to raise performance

Poor targets may not provide clear accountability

Minimising and Managing Risks

Being selective about the use of targets – ensuring there are not too many

Careful design – with thought to practicalities for delivery staff Considering and addressing trade-off :

- Improvements in one area might be achieved at the expense of another aspect of performance

Involving delivering staff at target setting stage Focusing on customer Actively monitoring and take action timely and comparable data to track performance over time Changed or dropped when it is no longer relevant / not the

priorities

KEY ELEMENTS OF SERVICE DELIVERY

Designing The Service

- Ensuring that :

Customer needs are clearly identified

Reasonable expectations are set

Services are easy to access, responsive, timely & reliable

Sosial exclusion is avoided

Some choice is provided for users

Designing the service

Implementing the service

Assessing achievement

ACHIEVING IMPROVEMENTS IN SERVICE DELIVERY

To access how agencies are seeking to improve service delivery we focused on :

whether targets are sufficiently stretching

whether targets are focusing on improving aspects of performance that are likely to deliver benefits to service user

Performance achieved and how this is monitored

Initiatives being taken to improve service delivery

Ensure that services are cost effective

COST INVOLVED IN DELIVERY SERVICES providing infrastructure and equipping staff with the right skills Implementing changes in staffing allocations or improved

training Investment in process monitoring systems or expenditure on

training Development of continuity and contingency plans Developing flexible services Researching, designing and delivering inclusive services Providing clear & Visible information for users to choose

between different delivery options Marketing & Advertising to help those intended to benefit from

the services

QUESTIONS TO CONSIDER TO IMPROVE SERVICE DELIVERY

Target Setting

Have receipients of services been consulted

Have targets been benchmarked against organizations providing similar services

Are the targets sufficiently stretching & realistic

QUESTIONS TO CONSIDER TO IMPROVE SERVICE DELIVERY

Focus Of Targets

Do targets set a clear standards against which individuals using the service can measure the service they receive?

Do internal working processes for meeting targets give priority to improvements most likely to benefits users of service

QUESTIONS TO CONSIDER TO IMPROVE SERVICE DELIVERYReporting and Monitoring Performance Are samples of users’ experiences taken to

monitor performance “on the ground” Is workload managed throughout the service

delivery process so that bottlenecks in workload can be rapidly identified and addressed

Is a strategy in place for rapid deployments of staff in the events of increase in demand for specific service or provision of new services

QUESTIONS TO CONSIDER TO IMPROVE SERVICE DELIVERYInitiatives To Improve Service Delivery Has the gap between users expectations and

satisfaction been identified and are plans in place to address the gaps?

Are outcomes achieved being evaluated in a sample of cases to identify areas needing attention

Are external assessments of service delivery sought which take account of users’ views

Are the ways in which users find out about the services available known – and is this information used to reach intended beneficiaries of the services provided?

QUESTIONS TO CONSIDER TO IMPROVE SERVICE DELIVERY

Ensuring Services Are Cost Effective

Is the cost of operations monitored so that cost and efficiency of outputs can be assessed against service delivery

SEKIAN