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Session (II) Innovations that promote trust in the quality of public service

7th global forum on reinventing government: Building trust in government 26-29 June 2007 Vienna, Austria workshop1: RESTORING TRUST IN GOVERNMENT TROUGH PUBLIC SECTOR INNOVATIONS. Session (II) Innovations that promote trust in the quality of public service

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Session (II) Innovations that promote trust in the quality of public service

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  1. 7th global forum on reinventinggovernment:Building trust in government26-29 June 2007Vienna, Austriaworkshop1:RESTORING TRUST IN GOVERNMENT TROUGH PUBLIC SECTOR INNOVATIONS Session (II) Innovations that promote trust in the quality of public service "The Impact of King Abdullah (II) Award on Government Performance and Transparency in Enhancing the Service Delivery of Public Sector in Jordan“ Dr. Hyam Nashash Al Balqa' Applied University Jordan

  2. Introduction “Knowing is not enough. We must apply” “ Willing is not enough. We must do” "There is more to change than speed“

  3. The public sector reform is based on certain main principles including • Results oriented based • Transparency • Decentralization • Optional utilization of financial resources; based on results achievement.

  4. King Abdullah (II) Award for Excellence in Government Performance and Transparency emphasizes innovation as it is believed that a commitment to innovation can restore citizens' trust.

  5. Case studies of certain winners of King Abdullah (II) Award • Ministry of Industry and Trade (Best Ministries) • Jordan Industrial Estate Corporation (Best Ministry /Public Institution participating for the first time) • Jordan's Customs Department- Ministry of Finance (Best Accomplishment) • The Jordan institute for Standards and Metrology (JRSN) (Best Public Institution /Department)

  6. Case analysis All casesshare common features which are: 1. A committed enthusiastic leadership. 2. They are either setting a strategic plan or reviewing and updating the existing one 3. A team was composed to deal with the award 4.Awareness and Training session were conducted

  7. Case 1: Ministry of Trade and Industryparticipated for the third time, and awarded three times • Utilized an external professional TQM team; devising, articulating and formulating the processes . • In the preparation phase: • Formed a committee composed of senior officials to institutionalize the criteria of the award. • Introduce and disseminate the culture of excellence as a mainpriority. • of adoption and implementation with an internal counter team.

  8. 2. In the change phase: The committee modified the process and procedure, to go in line with the award criteria. The committeefixes the deficiencies in the process. Maintain better performance to satisfy the strategic customers. 3. In the result phase: New culture of excellence. Introduced suggestions and complaints mechanism. Evaluation of the minister and top leaders by their subordinates. The Ministry got the highest score on the customers' satisfaction. All laws and by laws and procedures have been modified and upgraded. Modified the importers card to be renewed every three years instead of one year. Developed regulations and instructions for the financial matters and displayed them on the website.

  9. Case 2: Jordan Industrial Estate Corporation (First time Participation) • In the preparation phase; • Organized and redesigned the corporation processes according to the award criteria. • Made a self-assessment using the template of the award to figure out the deficiencies. • In the change phase: • Recomposed the board council to go in line with good governance principles. • Redesigned the questionnaire for the investors' satisfaction to include certain measurable indicators. • A change in the process had been introduced. • Certain administrative changes.

  10. Came with a method of concluding a deal electronically 3. In the result phase: • Empowered their employees with communication skills and authority in order to help and serve customers in a better manner. • All information needed for clients have been displayed through the corporation's website. • Planning and follow up committee has been established, to study and analyze the outcome of the customers' satisfaction surveys. • Take action to respond to the customers' needs and expectations. • Studying the findings of the employees' satisfaction surveys. • Preparation of documentation for many activities within the corporation. • Provide stakeholders with the needed information.

  11. Case 3: The Jordan Institution for Standards and Metrology (JISM)participated for the third time • Preparation phase: • The nature of its work is based on quality standards. • Conducted awareness for the external customers and partners. • Change phase • Modification of procedures as well as the vision and the mission statement. • Modified the questionnaire for customers' satisfaction in order to fit the award criteria.

  12. Allowed their strategic partners and customers to participate in the development of the strategic plan. • Developed many questionnaires for customers' satisfaction, as well as for their employees. • Procedures and standards had been unified and became equitable. • Streamlining has been developed and prices and fees are announced through the internet. • The award fastens the process of e-government in the JISM. 3. The result phase: • Creation of performance department in order to monitor all activities relevant to the award. • They established a Knowledge Management Department to go in line with the award requirement. • Activated the website to include all activities, services and prices. • Introduced the expressservice for customers. • Intend to develop a "national accreditation system“.

  13. Case 4: The Customs Department participated for the third year. 1. In the preparation phase: • Conducted workshops and training sessions parallel to that conducted by the award center for the human resources. 2. In the change phase: • Focused on the human resources regarding their satisfaction, performance, incentives, transparency and equity. • Empowering them through training and authority. • Developed the vision and mission statement in a collective manner. • Conducted a SWOT analysis in order to develop the comprehensive plan. • Allowed all stakeholders including their employees to participate in developing the strategic plan which is based on customer-satisfaction. • Design a job description and update the customs form (ASYCODA).

  14. They develop it to be an ASYCODA word. • Get the ISO certification for two centers. • Introduced a new HR electronic, for employees leave. • Introduced a flash card through the intranet. regarding communication skills. • Connected the incentives with individual performance as well as the division's performance. • Contracted with external company for the purpose of the Mystery shopper. • Conducted external and internal surveys regarding satisfaction in order to be studied and analyzed twice a year. 3. In the result phase: • A change in attitude and behavior of employees towards customers.

  15. Focus on them and their empowerment had been reflected on their personal life. • Establish a quality unit. • The award approach smoothed resistance of change among all employees. • It smooth it through simple, effective messages by the intranet. • Developed the "customs encyclopedia“. • The internal complaints are taken care of by the quality unit, whereas the external ones by the public relations and international cooperation section.

  16. They developed a system for suppliers, providers and tenders. • they developed a special program for material management. • Established customers service unit linked with electronic system for providing service to clients. • Developed a communication plan, to show that role of the department is not only revenue generation but it has other security and safety roles regarding important issues.

  17. General comments: • Some expressed comments concerning the assessors, that they lack the experience and the know how of the institution. • Regarding the criteria, some of them have commented that the criteria should be developed in a way according to the national context. For example. • The knowledge management is considered to be to most of them asIT.

  18. Survey results • The survey showed high results regarding the occurrence of drastic change, which averaged about 67.1. • Ministry of trade and industry: • 66.2% of the respondents believe that a dramatic change has occurred. • 33.8% of the respondents think that the change that occurred is moderate. • The analysis may justify these responses that the Ministry started the participation in the award before three years.

  19. Jordan Industrial Estate Corporation: • 67.5% of the respondents believe that a dramatic change has occurred. • 32.5% of the respondents think that the change that occurred is moderate. • The Jordan institution for standards and metrology (JISM): • 64.3% of the respondents believe that a dramatic change has occurred

  20. 35.7% of the respondents think that the change that occurred is moderate. • The changes that occurred in the third year were concentrated on the deficiencies that lead to their failure in the former year. • The Customs Department - Ministry of Finance: • 70.5% of the respondents believe that a dramatic change has occurred. • 29.5% of the respondents think that the change that occurred is moderate. • spreading the culture of quality was hindered by the distances between the sub-departments.

  21. Recommendations: 1. More intensive awareness sessions. 2. Develop the criteria according to a national context. 3. Intensive training programs for the assessors in order to be fully knowledgeable about the award detailed criteria and how to apply for each institution. 4. Thoroughly study of the particular intended organization to be assessed.

  22. Conclusion: The award of King Abdullah II for government performance and transparency, created a great impact on the governmental organizations, however, more efforts are needed including human resources empowerment and financial resources to reach the acceptable level of services delivery. The award underlines” a healthy balance in the relationship between the government's management and wider membership stakeholders in the society” and that progress and atmosphere doesn't occur that fast and serious without such award.

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