1. 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 Akademik Jabatan Pelajaran Negeri Sabah 88604, KOTA KINABALU

2. DEFINISI Definisi Service (Perkhidmatan) Adalah hasil daripada aktiviti-aktiviti antara pembekal dengan pelanggan dan aktiviti dalaman pembekal untuk memenuhi kehendak pelanggan.

3. 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)

4. 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 bodies Every public sector / organization – should deliver services so that they meet the reasonable needs of their customers.

5. 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

6. 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

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

8. TARGET SETTING Principles For Target Setting :  key targets should be set annually  Each target set should be SMART S =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 )

9. 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

10. TARGET SETTING Different Types Of Targets Volume 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

11. Value For Money Chain Resouces (RM) InputsOutputsOutcomes Other external Influences EconomyEfficiencyEffectiveness

12. Value For Money Chain  Efficiency targets fall into 2 broad categories Unit 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

13. 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?

14. 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

15. 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

16. 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

17. 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

18. 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

19. 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

20. 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

21. QUESTIONS TO CONSIDER TO IMPROVE SERVICE DELIVERY Reporting 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

22. QUESTIONS TO CONSIDER TO IMPROVE SERVICE DELIVERY Initiatives 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?

23. 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

24. SEKIAN