2 weeks Ago By Christophe Brathwaite
Having worked across the public sector in several government departments, State enterprises and private companies, I’ve experienced first-hand some of the extraordinary achievements that have taken place over recent years in the development of corporate governance as a tool for the efficient delivery of services. I often ask myself: what makes good public services possible? In the rapidly evolving landscape of the digital age, it has become clear that achieving good public service hinges on a fundamental understanding of efficiency, user needs, and innovative service design. Success is no longer measured solely by traditional economic indicators like revenue generation or job creation.
Instead, efficiency in service delivery has emerged as the primary benchmark. As R Chandrashekhar, Additional Secretary of eGovernance in the government of India, articulated, “public sector effectiveness is now assessed through the lens of service delivery efficiency”. This shift underscores the importance of understanding the needs, expectations and experiences of service users.
To initiate this transformation, public services must adopt a people-centred approach. This involves actively seeking user insights, prioritising their needs over bureaucratic convenience, and mapping out the entire user journey. By doing so, governments can design services that are not only relevant but also responsive to the complexities of users’ lives.
While it is important to understand the needs of citizens, it is vital that service design and delivery teams are mindful of the expectations and experience of all stakeholders on an ongoing basis throughout the lifecycle of service design and delivery. It is not surprising that the Ministry of Social Development and Family Services and the Ministry of Digital Transformation have teamed up with the United Nations Development Programme to engage in the process of developing a Social Services Management Information System (SSMIS). It is a noble and progressive way to ensure their services are user-driven and user-centred.
The involvement of users in the testing of such systems, co-creating, co-designing can only improve the service and aid those less technically advanced such as some of our senior citizens who may face difficulties using the system. This co-creation fosters a sense of ownership and ensures services are tailored to meet real-world needs. The search for key strategies for effective public engagement include empowering citizens to actively participate in shaping the services they use, therefore, creating interactive feedback loops that continuously gather and integrate user feedback to refine the services.
A ministry website or any live-chat application must use straightforward language that avoids jargon, ensuring all users understand the processes and expectations involved in service delivery. Also, maintaining transparency is crucial in building trust and accountability in public services. Government should adopt practices that promote openness, such as making research, performance metrics, and decision-making processes available online.
They must adopt open standards and frameworks to enhance interoperability. It must be a collaborative approach between ministries and State enterprises avoiding pre-Covid silos where one ministry is either duplicating a service or duplicating data. By embracing transparency and interconnectivity, public services can not only enhance legitimacy but also invite citizen participation in governance.
As mentioned, one of the significant barriers to efficient public service delivery is the existence of information silos within government organisations. By implementing digital omnichannel platforms, governments can streamline processes and improve communication. These platforms integrate various communication channels, allowing for a seamless user experience where citizens do not need to repeat their enquiries or provide the same information multiple times.
The immediate benefit is not only an efficient delivery service; rather, a public servant can now access complete conversation histories, enabling them to provide tailored responses to citizen enquiries. In addition, a government can analyse user interactions to identify common issues and enhance service offerings based on real-time feedback. The aligning of customer service expectations with actual capabilities is vital for enhancing user satisfaction.
Citizens often face frustrations due to long wait times and unclear service standards. By establishing transparent service expectations and communicating them effectively, governments can manage citizen expectations more realistically. For instance, clearly informing users about expected wait times and the processes involved can significantly improve their overall experience.
This proactive approach not only enhances satisfaction but also fosters a culture of accountability within public service agencies. In the digital age, the promise of good public service can indeed be kept through a commitment to efficiency, user engagement, openness, and innovative solutions. By prioritising the needs of citizens and fostering an environment of collaboration and transparency, the government can transform public service delivery into a more effective, responsive, and user-centric experience.
As we navigate this digital era, the focus must remain on building services that genuinely meet the needs of the populace, ensuring that public service remains a cornerstone of democratic governance. —Author Christophe Brathwaite is an attorney-at-law who specialises in corporate, commercial, entertainment, intellectual property, sports law and corporate governance..
