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

2. 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

3. 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.

4. 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

5. 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

6. 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)

7. 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

8. 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).

9. 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.

10. 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

11. 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

12. 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