SEMINAR ON STRATEGIC MANAGEMENT TIRANA 26-27 JUNE 2003 Topic 3 - Customers and Stakeholders

Topic 3 Customers and stakeholders Customer Service in Ireland’s Civil Service Actions which reflect customer service ethos The internal customer What does a customer want? Knowing your customers / stakeholders Exercise

These ideas can also be used in the public sector. Customer Service Since 1980s - emphasis on Customer Service as key to competitive advantage in business Successful companies They focus on the customer They emphasise Total Quality Management (TQM) - Quality can always be improved Quality includes: Products; Internal and external processes; Internal and external communications Systems and processes designed to serve the customer They measure how well customer service is delivered These ideas can also be used in the public sector.

Strategic Management Initiative in Ireland’s Civil Service (1) Public service reform (in Ireland and elsewhere) driven strongly by Customer Focus: 1994: Strategic Management Initiative (SMI) 1996: Delivering Better Government (DBG) Legal basis for public service modernisation: Public Service Management Act, 1997 Freedom of Information Act, 1997

Strategic Management Initiative in Ireland’s Civil Service (2) Strategic Management Initiative (SMI) Framework for strategic planning Goals, targets, key performance indicators Delivering Better Government (DBG) Emphasised the customer (internal and external) Public Service Management Act, 1997 Delegation of authority and accountability Freedom of Information Act, 1997 Open Government

Some actions which reflect customer service ethos External User liaison groups User satisfaction surveys Advance release timetables Attention to timeliness Web-based publications Quick response to data requests Concern for data providers Customer Service Plans Customer Service Charters (statement of commitments and standards)

Some actions which reflect customer service ethos Internal Concern for Value for Money TQM: Total Quality Management Efficient organisation of processes (such as data processing, dissemination, etc.) Project Management standards Service Level Agreements (SLAs) for internal services: HR, financial management, IT services etc. Measurable targets for customer service

Are these people and groups also customers? The internal customer Are these people and groups also customers? Your colleagues in the NSI? Other sections of the NSI? The overall organisation? Customer service ethos can be applied in a wide range of situations (internal and external).

Quality: what does a customer expect? Delivery of the good or service (Not always possible!) Empathy Put yourself in the other person’s shoes. Does the service meet their needs? Information Set challenging but realistic targets Give realistic feedback on progress Stick to deadlines These have implications for managing and measuring the quality of customer service.

Customers / Stakeholders Power versus Interest Framework for examining your customers’ needs Helps to identify “key players” - the most important stakeholders A customer may be in more than one category Other tools are also necessary to identify customers’ needs Customer satisfaction surveys; user committees etc. Constant contact and feedback

Delivering Quality Customer Service Knowing who your customers are Knowing their needs Day-to-day contact (mainly frontline staff) Advisory or liaison groups on particular subjects User satisfaction surveys Commitment to meeting customer needs Customer Service Charter / Plan Measurable targets Monitoring Role of staff Training

Topic 3 - Exercise: Who are your customers / stakeholders Topic 3 - Exercise: Who are your customers / stakeholders? - Consider their level of interest in your statistical products - Consider their power to influence the NSI