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
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 :
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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.
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 :
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complaints; suggestions & testing
meeting & discussion
surveys
written comments
visuals and presentations
RISKS TO VALUE FOR MONEY
IN SERVICE DELIVERY
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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 SMART
S =
M=
A=
R=
T=
Specific (clear with your aims)
Measurable (clear and transparent)
Achievable ( Stretching and reflecting
organisations’ ambitions)
Relevent ( reflecting what organization is
trying to achieve)
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 Targets
Volume Targets
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the most simple to select
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the key measures of performance eg. The issue of identify
cards
Quality of Services and Customer – Focused Targets
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measure the quality of output (eg. Accuracy)
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measure the quality of process (eg. Timeliness,
turnaround, waiting times)
Efficiency Targets
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Reducing inputs to achieve the same outputs or cutling out
wasted outputs
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Improved by increasing the volume and / or quality of
outputs for the same cost
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Efficiency sits in the overall value for money chain
Value For Money Chain
Other external Influences
Resouces
(RM)
Economy
Inputs
Efficiency
Outputs
Outcomes
Effectiveness
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
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
Implementing
the service
Assessing
achievement
Designing The Service
- Ensuring that :
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Customer needs are clearly identified
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Reasonable expectations are set
 Services are easy to access, responsive, timely & reliable
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Sosial exclusion is avoided
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Some choice is provided for users
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 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
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?
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