SAQA QUALIFICATION TITLE NQF MIN

ID LEVEL CREDITS

50060 National Certificate: Public Administration 5 141

LEARNER GUIDE
Skills Program One (1):
Service Delivery Management

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Learner Information:

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Date Started:
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References

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Learner Guide Introduction

About the Learner This Learner Guide provides a comprehensive overview of the SERVICE
Guide… DELIVERY MANAGEMENT, and forms part of a series of Learner Guides that
have been developed for NATIONAL CERTIFICATE: PUBLIC
ADMINISTRATION LEARNING PROGRAMME AT NQF LEVEL 5, WORTH
156 CREDITS.
The series of Learner Guides are conceptualized in modular’s format and
developed for NATIONAL CERTIFICATE: PUBLIC ADMINISTRATION
LEARNING PROGRAMME. They are designed to improve the skills and
knowledge of learners, and thus enabling them to effectively and efficiently
complete specific tasks.
Learners are required to attend training workshops as a group or as specified
by their organization. These workshops are presented in modules, and
conducted by a qualified facilitator.

Purpose The purpose of this Learner Guide is to provide learners with the necessary
knowledge related to SERVICE DELIVERY MANAGEMENT
Outcomes At the end of this module, you will be able to:
 Apply client service techniques to improve service delivery
 Manage service delivery improvement
Assessment Criteria The only way to establish whether a learner is competent and has
accomplished the specific outcomes is through an assessment process.
Assessment involves collecting and interpreting evidence about the learner’s
ability to perform a task.
This guide may include assessments in the form of activities, assignments,
tasks or projects, as well as workplace practical tasks. Learners are required to
perform tasks on the job to collect enough and appropriate evidence for their
portfolio of evidence, proof signed by their supervisor that the tasks were
performed successfully.
To qualify To qualify and receive credits towards the learning program, a registered
assessor will conduct an evaluation and assessment of the learner’s portfolio
of evidence and competency
Range of Learning This describes the situation and circumstance in which competence must be
demonstrated and the parameters in which learners operate
Responsibility The responsibility of learning rest with the learner, so:
 Be proactive and ask questions,
 Seek assistance and help from your facilitators, if required.

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 APPLY CLIENT SERVICE TECHNIQUES
Learning Unit1 TO IMPROVE SERVICE DELIVERY
UNIT STANDARD NUMBER : 120310
LEVEL ON THE NQF : 5
CREDITS : 6
FIELD : Business, Commerce and Management Studies
SUB FIELD : Public Administration

This Unit Standard is intended for elected political leaders and public sector officials involved with the
PURPOSE service delivery activities that require use of public assets to render services to the communities. This
: Unit Standard contributes to the development of management skills of South Africa's public officials
and political executives, strategic executive managers and other role-players contributing to the
development of improved service delivery to communities. The qualifying learner will be able to apply
the appropriate knowledge, skills and values to employ client service techniques that are suited to
varying client behaviour and characteristics.
The qualifying learner is capable of:
 Analysing the relationship between service communication and client behaviour and
characteristics.
 Applying client service techniques.
 Applying client techniques to high-risk client relations.
 Applying professional conduct in service provision.
LEARNING ASSUMED TO BE IN PLACE:

It is assumed that learners are competent in:

• Communication at NQF Level 4.

• Mathematical Literacy at NQF Level 4.

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 SESSION 1.
Analyse the relationship between service communication and client behaviour characteristics
Learning Outcomes
 Differing client behaviour and characteristics are described in relation to the Public Service context.
 Client service techniques that are applicable to internal and external clients are discussed and
detailed in accordance with the Public Service Sector.
 Client service techniques to ensure effective communication with differing client types are selected
according to Public Service requirements.
 Feedback and reporting processes that provide for service are described in relation to how they
impact on clients in varying public sector contexts.

Define Your Clients

In the past, many people working in the public service provided direct services to their clients. They
delivered community programs, repaired highways or distributed drivers’ licenses. Today, many direct
services are provided through agreements with other agencies or through contracts with the private
sector. Yet, while we may not always provide direct service, we still provide service to each other and we
assist those who do.

In the private sector, the definition of client is clear - the customer who buys the product or uses the
service. In the public sector, defining the client is more complex. For most services in the public sector, it
is necessary to define your clients by distinguishing between internal and external, voluntary and non-
voluntary, stakeholder and client, and direct service providers and service partners

Differing client behaviour and characteristics

Relationships are not the same; clients want and expect different things from their relationships with
different organizations, just as they have different needs and expectations from their varying personal
relationships . In interpersonal relationship theory, relationships have been categorized by (i) the types of
bond that join parties together (what ties us together?) and (ii) the nature of the benefits they offer each
party (what’s in it for me?)
The dynamics of client relationships

The dynamics of client relationships are such that they take place across many touch points, and change
and evolve over time, whether in response to the supplier’s or the client’s actions, the client’s
circumstances changing, or competitor activity .

As with personal relationships, when problems occur in interactions between suppliers and clients, the
mindsets of the individuals, the strength of the relationship before the “disagreement” and how the
situation is subsequently managed strongly influence the outcome. A complaint is a crucial “moment of
truth” in the client relationship; if the company gets it right there is potential to actually improve client
loyalty. The human touch is critical in this; clients want to feel that they are valued.

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Employees play a crucial role in the client relationship. Whilst links between employee attitude, client
satisfaction and the bottom line have not been consistently proven, employees clearly matter, with poor
morale not only damaging operations but also impacting the client experience.

Employees do more than deliver client service – they personalise the relationship between client and
supplier. Employees need to be empowered and enabled to play their part in building and maintaining
strong relationships.

Relationships exist within the context of other relationships, and what people in our lives say and do in
relation to a particular supplier can affect our relationship with them. Some individuals are more influential
than others, such as “New Influencers” who reward or punish good or bad corporate behavior – passing
the message on to others and leading by example. Organizations need to recognize who may be
influencing their clients, and how this can impact on their relationships .

As with personal relationships, effective communication is key to successful client relationships.

Communication is most successful when the interaction is “Adult-to-Adult” (i .e . involving a rational and
fair exchange of information) but will generally succeed as long as interactions are “complementary”
.Communication tends to break down when clients and suppliers have different expectations of an
interaction

Public services, private benefits?

In one sense, why should the client relationship be any different in the public sector? After all, most of the
public agrees that public sector organisations should treat their users as clients.

There is also a growing drive for public services to become more client-focused within government:

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However, as the 2006 Varney Report on service transformation highlighted, there is still a way to go
before public service delivery can really be considered client-focused.28 Sir David Varney observes that
both local and central government deliver services on a departmental, transactional basis with little or no
sharing of intelligence or data, particularly with regard to identity, often requiring a citizen to provide the
same information to several government departments. The report highlights one case where an individual
had to contact government 44 times following bereavement. But much is being done to improve this, for
instance the Minister for Transformational Government, Tom Watson, recently launched the new Client
Service Excellence (CSE) standard, a practical tool to support and drive public services that are more
responsive to people’s needs.

But what do people want from their relationships in the public sector? Our analysis of satisfaction with
public services shows that the key drivers of satisfaction are, unsurprisingly, around delivery and
timeliness. However, softer elements, such as treatment by employees, are also important.

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So far, so good. However, our work suggests that public services can offer other relational benefits. For
example, in our analysis of the drivers of ratings of in-patient care for hospital trusts, the most important of
these was “being treated with respect and dignity”. This is a greater driver than functional elements such
as clean wards and clinical elements such as pain control. Being treated with respect and dignity is a
socio-emotional benefit which is not adequately covered by Gwinner, Gremler and Bitner’s classification
of benefits into confidence, social and special treatment.

We would therefore argue that public services should do more than just meet people’s needs – they
should also understand the nature of the relationship between user and provider, and appreciate the
relational benefits which will deliver the best outcomes for both. For both public and private sector
organisations, there are enormous advantages to thinking through relational benefits from the client’s
perspective. Done properly, this should help organizations understand how to strengthen the client
relationship and achieve the outcomes they desire.

Client service techniques

Your client service department is a valuable asset to your organization. It plays a vital role in client
retention and in account growth by developing trust with clients over problem issues. Client service staff
also helps in product development by assessing the needs of clients and getting clients' opinions. In order
to have an efficient client service department, you need to teach effective client service techniques.

Seek Opportunity

A client service representative should consider each organization call an opportunity. It is a chance to
show the client how effective your organization is at handling problems, and it can help you determine
how clients feel your organization could do better to gain more market share. A client service

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representative should not cringe when a client starts a sentence with "Your competition allows me to."
Rather, look at it as a chance to find out what the competition is doing to get business and what your
organization can do to improve on that technique.

Develop a Conversation

Clients prefer to do business with organizations’ and people they like. When taking a client service call,
try to engage the client in conversation rather than turn the call into a mechanical event in which you ask
questions to fill out a report. Avoid small talk, but try to mix in conversational aspects about the product
and the problem the client is having. Try to move the client away from any anger toward your company
and focus on solving the problem. Allow the client to vent his frustrations, and then empathize with him
about the problems he is experiencing. If you had a similar problem, let the client know and tell him how
you solved your problem. Make the client service process as personal as possible to help make it a
positive experience for the client.

Take Ownership

A client will become frustrated with the client service representative if she feels the representative is trying
to pass the issue on to someone else. The intellects recommend taking ownership of the issue from the
moment that the call comes through to you. Do your best to try and remedy the situation; if you have to
pass the call off to the next level, try to be there to make the transition with the client to the new
representative. If you are able to follow up on the call, do so to make sure the problem was resolved.

Use Notes

When a client calls, be sure to refer to any notes on the client's previous calls to try and make the call go
more smoothly. Taking the time to learn your client's brand preference and occupation and a gaining an
understanding of the issues he has experienced in the past can give him a feeling of confidence in your
company. Make it mandatory that all client service calls be noted in a database accessible to all
representatives, and use that information when clients call.

Internal Clients and External Clients

Internal clients are people with whom you interact and deliver services to in the public service. One of the
goals of Service Excellence is to provide better service to each other, so that we can provide excellent
service to our external clients.

External clients can be defined as people who use government services in a direct or indirect manner.
Direct clients deal with the public service either by choice or by requirement of legislation or regulation.
Indirect clients do not directly use government services, but are still affected by the services delivered.
Some examples of an external client include a person who visits a municipal park, a newcomer to a town
calling to seek information about health facilities, a person seeking a benefit under a scheme announced
by the Chief Minister, and a farmer looking for advice on new crops and market trends

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Client service techniques to ensure effective communication

Communicating is vital to Service Excellence. An effective communication plan can assist a Department
in educating employees, internal and external clients, and the rest of public service about the
Department’s Service Excellence Plan.

Why Communicate?

• To demonstrate the Department’s commitment to a Service Excellence culture.

How Do I Communicate?

 Develop a communications plan for external clients, for internal clients, for Department teams and
for service partners.
 Make a public commitment to service excellence.
 Use a variety of ways to communicate: newsletters, magazines, Internet, community consultation
committees, business plans, focus groups, surveys, external advisory committees, telephone
calls, feedback mechanisms, and point of contact.
Who Do I Communicate With?

Clients: Consult with clients at every stage of your Service Excellence Strategy.

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Team members: Communicate with the team about the goals of Service Excellence. Ask your clients how
they believe the team can deliver better service.

Other Service Providers: Keep in touch with other Departments in the public service, government
jurisdictions and other relevant organizations to share information on how to improve the delivery of
services.

What Do I Communicate?

What you communicate depends on your audience.

Internal and External Clients: what services you provide, formal and informal reward and recognition
events, results of service excellence feedback.

Team members: principles of Service Excellence, what their role is in Service

Excellence, results of performance measurements.

Service Partners: principles of service excellence, importance to public service that all service partners
are in support of service excellence.

Checklist

Communicating Service Excellence

 How will Service Excellence be communicated throughout your Department? To the rest of
government?
 Do you keep abreast of Service Excellence developments in other relevant government
jurisdictions?
 What links have you made with service quality practitioners in other organizations?
In the rest of the public service?

• Are our clients, suppliers and partners fully aware of our focus on Service Excellence?

Consult and Listen

To deliver excellent service, we have to ask our clients what constitutes excellent service. We have to ask
ourselves — the employees in the public service — what the feedback has been from clients. Listen and
respond to those who know what constitutes excellent service and to those who provide it.

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Listening To Clients

 First and foremost, clients need to be asked what the key components of excellent service are. Is
it accuracy? Is it accessibility? Is it timeliness?
 Develop and implement service standards that reflect the expectations of your clients. Consult
your clients about the results of delivering services and check to see if clients are satisfied with
results.
 Gather feedback and review the cycle of service, change delivery of service to reflect the
principles of Service Excellence, the needs of the client and public objectives. To assist clients
who may experience difficulty in evaluating services, provide direction on what to look for before,
during and after service delivery.
 Manage the individual experiences of clients - Moments of Truth

Listening to the Team

 Team members need to be asked about their role in the delivery of services. What has been the
feedback from their clients? Could a better service be provided and, if so, how and at what cost?
Review the cycle of service.

Case Study - Diagnosing Communications to Strengthen Client Relationships

A division of a global financial services company was facing a very competitive market, and they were
looking for better ways to serve their clientele to avoid competing on price alone.  One of their key clients,
an institutional investment firm, kept bringing up communication as an issue.   We were brought in to
assess the division’s communication practices and build a communication plan that would uncover and
address their client’s needs.

Business Problem

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The assessment revealed several issues.  Reorganizations at both companies resulted in confusion
about roles and responsibilities.  People at the institutional investment firm weren’t sure who to call when
they had issues, and people at the financial services company didn’t understand the kind of
responsiveness their client needed to feel “heard.”  In addition, the organizations themselves had
diametrically opposed communication styles, with one organization making business decisions quickly
and the other more cautiously. The ongoing friction was causing a lack of trust, which, in turn, was putting
parts of the business and margins at risk.

Bates Approach

Our first move was to completely analyze the company’s current communication practices:

 Who were the audiences at both companies that were communicating with each other?
 How were they communicating?
 How often were they communicating?
 Were the right people in the room?
 How did each of them define “good” communication”?
 How could they escalate communication problems and share how they were resolved more efficiently
and effectively?
After performing a full analysis, we worked together with our client to create a comprehensive new
communication plan.  The plan defined the right audiences, the methods for communicating, the
communication timetable and the methods for measuring communication effectiveness.   Framing the
plan were communication principles and protocols that would guide their actions and decision making.
Once the communication strategy and plan was completed, we worked with our client on how to present
the plan.  The goal was to demonstrate their proactive approach to the problem and, more importantly,
get their client’s buy-in on how both firms would handle and measure communication going forward.  This
meant that both firms would need to do things differently and that they would have to agree on what
success looked like.  In addition, it was important to ensure that the discussion was focused and
productive and that it didn’t get derailed by other issues.  

Outcomes

During the presentation, our client effectively isolated, acknowledged, and addressed the problem. The
company successfully talked about the issue and showcased the new plan while keeping their client
focused. Their client was extremely pleased and commented that this had been one of the best meetings
they’d ever had.   They adopted all the recommendations in the plan, which has now become the
roadmap for how the two companies communicate.

Lessons

 While the symptoms of communication problems are often apparent, diagnosing the root
causes and solving the problems requires a rigorous assessment of communication

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 audiences, vehicles, and scheduling.  We use the combination of expert questioning along with
a diagnostic tool to identify gaps and bottlenecks in regular, scheduled communications.

 When a customer or client is dissatisfied with you due to communication issues, it

represents a crisis and an opportunity.  Handled poorly, miscommunication can escalate from
bad feelings and finger-pointing to lost revenues and increased costs.  Handled well,
miscommunication is an opportunity to show a business partner that you’re really listening to their
concerns and ready to take action on them.   That opens the door for increasing economic value
for both parties.

In this case, the communication assessment was the first step on the road toward repairing the bond
between the companies and working toward a mutually productive relationship.   For our client, it
represented a very tangible way to demonstrate that they were not competing purely on cost but on the
value of the relationship.

Feedback and reporting processes that provide for service

A complaints/feedback process is an important part of providing quality support that is responsive to

people’s needs and that supports continuous improvement in service delivery. The information received
through a complaints/feedback process can assist an organization to take steps to better support
individuals and/or improve administrative practices.

“Feedback” may be positive or negative (including complaints) and is related to the services and/or
supports that are provided by a service agency. Feedback may be solicited (such as information and
comments collected through a satisfaction survey or a comment box) or unsolicited (such as a letter from
a person or family member about the services and supports that the agency provides). Feedback may be
formal (like the survey or letter noted above) or informal (such as a verbal complaint expressed to a staff
person).
It is important to do your homework when developing service standards. Find out what your clients need.
Do not simply establish service standards that are deemed successful in another government jurisdiction.

An important area where a Department can develop standards is in the area of communicating with the
client. When a client corresponds with a Department, it is important that we value and acknowledge each
client’s concerns in a timely manner.

Use feedback as a gift — think of it as free input into how you are delivering your services. Respond to it
in a meaningful and respectful way. The following examples can give you ideas on what standards you
can develop in your own Department:

Desired Outcome

• We provide prompt and accurate information.

• Clients receive a meaningful response to their feedback

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 SESSION 2
Apply client service techniques.
Learning Outcomes
 Sources of communication difficulties and obstacles with internal and external clients are identified
according to the Public Service Sector.
 Service provider's behavioural style is adapted to suit different client behaviours in accordance with
organisational guidelines.
 A client service technique is selected and applied to suit the customer service context according to
Batho Pele principles.
 Report feedback on the impact of the applied client service techniques in accordance with
organisational procedures.

Sources of communication difficulties and obstacles with internal and external clients

Most experts on organizations, management and leadership, assert that effective communications is the
foundation for effectiveness in any type of organization. They assert there can't be too much
communication. Some leaders misinterpret communications to be the same as paperwork or
bureaucracy and so they're averse to a high degree of communications. As leaders and managers
mature, they realize the need to effective convey and receive information, and efforts at communications
(internal and external) increase substantially.

Common Causes of Problems in Internal Communications

1. If I know it, then everyone must know it.

Perhaps the most common communications problem is managements' (leaders' and managers')
assumption that because they are aware of some piece of information, than everyone else is, too.
Usually staffs aren’t aware unless management makes a deliberate attempt to carefully convey
information.

2. We hate bureaucracy -- we're "lean and mean."

When organizations are just getting started, their leaders can often prize themselves on not being
burdened with what seems as bureaucratic overhead, that is, as extensive written policies and
procedures. Writing something down can be seen as a sign of bureaucracy and to be avoided. As the
organization grows, it needs more communications and feedback to remain healthy, but this
communication isn't valued. As a result, increasing confusion ensues -- unless management matures
and realizes the need for increased, reliable communications.

3. I told everyone, or some people, or...?

Another frequent problem is managements' not really valuing communications or assuming that it just
happens. So they're not aware of what they told to whom -- even when they intended for everyone to
know the information.

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4. Did you hear what I meant for you to hear?

With today's increasingly diverse workforce, it's easy to believe you've conveyed information to
someone, but you aren't aware that they interpreted you differently than you intended. Unfortunately, you
won't be aware of this problem until a major problem or issue arises out of the confusion.

5. Our problems are too big to have to listen to each other!

Particularly when personnel are tired or under stress, it's easy to do what's urgent rather than what's
important. So people misunderstand others' points or understand their intentions. This problem usually
gets discovered too late, too.

6. So what's to talk about?

Lastly, communications problems can arise when inexperienced management interprets its job to be
solving problems and if they're aren't any problems/crises, then there's nothing that needs to be
communicated.

7. There's data and there's information.

As organizations grow, their management tends to focus on matters of efficiency. They often generate
systems that produce substantial amount of data -- raw information that doesn't seem to really be
important.

8. If I need your opinion, I'll tell it to you.

Lastly, communications problems can arise when management simply sees no value whatsoever in
communicating with subordinates, believing subordinates should shut up and do their jobs.

Service provider's behavioural style

Customer behavioral styles refer to observable, specific ways of customers interacting with the service
provider. Customer behavioral styles may include but are not limited to:

 passive behaviour refers to non-assertive behaviour whereby a person does not readily express his
or her own feelings, thoughts, and opinions;
 aggressive behaviour refers to behaviour whereby a person expresses his or her own feelings,
thoughts and opinions forcefully, often without respect for the rights and needs of other people,
 passive-aggressive behaviour refers to behaviour whereby a person signals feelings (usually
anger), thoughts, and opinions in an indirect way;
 assertive behaviour refers to behaviour whereby a person expresses his or her own feelings,
thoughts, and opinions clearly and with ease

Batho Pele principles

What is Batho Pele?

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The term Batho Pele means 'People First'. In this context, Batho Pele means putting other people first
before considering your own needs/yourself.

How? By identifying small but important things that can immediately improve the quality of service you
provide to your customer.

11 Batho Pele Principles:-

1. Consultation

We can only assume to know what our customers want. The only way we can find out for certain is by
asking them. This can be done through surveys, questionnaires, meetings, suggestion boxes, izimbizo
and by talking to our customers. It's important to report back to customers so they know what to expect,
and to our staff so they know what is expected from us.

2. Service Standards

Citizens should be told about the level and quality of the services they receive.

If possible they should be given an opportunity to choose the service they want.

The standards we set are the tools we can use to measure our performance, and therefore need to be
realistic depending on available resources. We should also be able to measure these standards so
that everyone can see if they are being met.

3. Access

There is much more involved when referring to access. It means making it easy for our customers to
benefit from the services we provide. Easy access can be made possible by: -having wheelchair ramps,
disabled parking bays, taking our services out to the community. Staff attitude may determine how
approachable your component/directorate/department is.

4. Courtesy

We must be polite and friendly to our customers. Customers should be treated with respect and
consideration. We must always be willing to assist. Telephone etiquette is vital. All our correspondence
must be respectful.

5. Information

Citizens should be given full accurate information about the public services they are entitled to receive.
Information is about reaching all our customers to make sure they are well informed about the services
our department provides. This may be done in a number of ways-for example through newspapers,
radio, posters and leaflets. It's important to remember that different customers have different needs and
they do not all speak the same language.

6. Openness and Transparency

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We should be open about our day to day activities, how much our departments receive, how that money
is spent. This information should be available to the public. Annual reports, strategic plans, service
commitment charters, etc must be made available to the public.

We should tell our customers where to complain and how to do it.

7. Redress

Redress is making it easy for people to tell us if they are unhappy with our service. We should train staff
to deal with complaints in a friendly, helpful manner.
An apology, full explanation and effective, speedy remedy should be offered when the promised
standards of service have not been delivered.
When complaints are made, we must give our customers a sympathetic ear.
Have positive Reponses to complaints.
8. Value for Money

We need to make the best use of available resources. Avoid wastage of time, money, and other
resources. It also means eliminating waste, fraud and corruption and finding new ways of improving
services at little or no cost.

9. Encouraging Innovation and Rewarding Excellence

Innovation: using new ways of doing things

Encourage partnerships with different sectors in order to improve service delivery.
Rewarding Excellence is also about rewarding the staff who "go the extra mile" in making it all happen.
10. Customer Impact

If we put all the Batho Pele Principles into practice, we then increase the chances of improvement in our
service delivery. This in turn will have a positive impact on our customers. It is about how the nine
principles link together to show how we have improved our overall service delivery. Here we look at the
benefits we have given to our customers both internally and externally.

11. Leadership and Strategic Direction

Our leaders must create an atmosphere which allows for creativity.

Management must ensure that goals are set and that planning is done.

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 SESSION 3
Apply client service techniques to high-risk customer relations
Learning Outcomes
 Client relations and service delivery research is collated and organised to identify high-risk areas of
provision within the Public Service Sector.
 Communication techniques suited to high-risk customer relations is identified and applied in
accordance with organisational policies and procedures.
 Appropriate actions and plans are devised and deployed in time to avoid crises in line with specific
sector procedures.
 Mechanisms for recording future high-risk customer relations are designed and maintained on an
ongoing basis.

Identifying high-risk areas of provision

The quality of our communities is directly reflected in the character of its members. In the constant pursuit
of improved quality of life, there are many obstacles be to overcome. Often these adversities give rise to
high-risk behaviors within certain individuals and social demographics. Through addressing the daily
dynamics of our communities and their origins.

Discuss of the probable high-risk areas of provision within the Public Service Sector

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Communication techniques suited to high risk customer relations.

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 What communication techniques are suited to high risk customer relations?

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Actions and plans to avoid crisis.

What Actions and plans will be needed to avoid crisis.

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Communication techniques suited to high-risk customer relations

Techniques that you can use to smooth things over, so that you can leave them feeling satisfied.
Step One: Adjust Your Mindset
Once you're aware that your client is unhappy then your first priority is to put yourself into a customer
service mindset.
This means that you set aside any feelings you might have that the situation isn't your fault, or that your
client has made a mistake, or that he or she is giving you unfair.
All that matters is that you realize that your customer or client is upset, and that it's up to you to solve the
problem. Adjust your mindset so that you're giving 100 percent of your focus to your client, and to the
current situation.
Step Two: Listen Actively
The most important step in the whole of this process is listening actively to what your client or customer
is saying - he wants to be heard, and to air his grievances.
Start the dialogue with a neutral statement, such as, "Let's go over what happened," or "Please tell me
why you're upset." This subtly creates a partnership between you and your client, and lets him know that
you're ready to listen.
Resist the temptation to try to solve the situation right away, or to jump to conclusions about what
happened. Instead, let your client tell you his story. As he's talking, don't plan out what you're going to say
when he's done - this isn't active listening!
Also, don't allow anything to interrupt this conversation. Give your client all of your attention.
Step Three: Repeat Their Concerns
Once he's had time to explain why he's upset, repeat his concerns so you're sure that you're addressing
the right issue. If you need to, ask questions to make sure that you've identified the problem correctly.
Use calm, objective wording. For example, "As I understand it, you are, quite rightly, upset because we
didn't deliver the samples that we promised you last week."
Repeating the problem shows the customer you were listening, which can help lower his anger and stress
levels. More than this, it helps you agree on the problem that needs to be solved.
Step Four: Be Empathic and Apologize

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Once you're sure that you understand your client's concerns, be empathic. Show her you understand
why she's upset.
And, make sure that your body language also communicates this understanding and empathy.
For example, you could say, "I understand why you're upset. I would be too. I'm very sorry that we didn't
get the samples to you on time, especially since it's caused these problems."
Step Five: Present a Solution
Now you need to present her with a solution. There are two ways to do this.
If you feel that you know what will make your client happy, tell her how you'd like to correct the situation.
You could say, "I know you need these samples by tomorrow to show to your own customers. I will call
our other clients to see if they have extras that they can spare, and, if they do, I'll drop them off at your
offices no later than 5:00pm this evening."
If you're not sure you know what your client wants from you, or if they resist your proposed solution, then
give her the power to resolve things. Ask her to identify what will make her happy.
For instance, you could say, "If my solution doesn't work for you, I'd love to hear what will make you
happy. If it's in my power I'll get it done, and if it's not possible, we can work on another solution together."
Step Six: Take Action and Follow-up
Once you've both agreed on a solution, you need to take action immediately. Explain every step that
you're going to take to fix the problem to your client
If she has contacted you by phone, make sure that she has your name and contact details. This gives her
a feeling of control because she can get hold of you again if she needs to.
Once the situation has been resolved, follow up with your client over the next few days to make sure that
she's happy with the resolution. Whenever you can, go above and beyond her expectations. For instance,
you could send her a gift certificate, give her a great discount on her next purchase, or send her a hand-
written apology.
Step Seven: Use the Feedback
Your last step is to reduce the risk of the situation happening again.
If you haven't already done so, identify how the problem started in the first place. Was there a bottleneck
that slowed shipment? Did a sales rep forget to confirm an order?
Find the root of the problem and make sure it's fixed immediately, then consider using Kaizen to
continue improving your work practices. Also, ensure that you’re managing complaints and
feedback effectively, so that you can improve that way that you do things.
Further Tips:
 It's important to handle difficult customers professionally. Learning how to stay calm and how to
stay cool under pressure can help you get through challenging situations with grace and
professionalism.
 If your client is especially angry, then talk slowly and calmly, and use a low tone of voice. This will
subtly help lower the tension, and ensure that you don't escalate the situation by visibly getting
stressed or upset yourself.
 If your client has sent you a difficult email or they're angry with you over the phone, then offer to
meet with him or her in person if you can to address the problem. This will not only diffuse anger

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 (since it's harder for most people to get truly angry face to face) but it also shows that you
genuinely want to address and fix the situation.
 If you feel that your client is being unreasonable, you might start to get upset, especially if he or
she is criticizing you, or your organization, unfairly. So learn anger management skills so that
you can stay calm in these situations.
 Occasionally a client or customer may become verbally abusive towards you or your team. Know
in advance what you'll tolerate, and what you won't. If things escalate, you may need to be
assertive and stand up for yourself, or even walk away from the situation to give the client time to
cool down.
 People in your team might be the ones on the "front line" when it comes to dealing with difficult
customers. Make sure that they know how to engage correctly in emotional labor. (This means
that they should know how to manage their own emotions when dealing with difficult people.)
 Work on improving your conflict resolution skills. These skills can help you if you need to
negotiate with your clients.

Key Points
Dealing with difficult customers can be challenging. But if you handle the situation well, you may even be
able to improve your relationship, and create further opportunities.
Make sure that you listen actively to his problems or complaints, and resist the urge to interrupt or solve
the problem right away. Be empathic and understanding, and make sure that your body language
communicates this.
If you're not sure how to fix the situation, then ask your client what will make him happy. If it's in your
power, then get it done as soon as possible. Follow up with your customer to make sure he was happy
with how the situation was resolved.

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 SESSION 4
Apply professional conduct in service provision
Learning Outcomes
 The principles of Batho Pele are applied when dealing with internal and external clients.
 The rights of customers are upheld and discussed in all contexts of service provision in accordance
with the Batho Pele principles.
 Organisational values and ethics are applied to service delivery within a team context.
 Contingency plans are developed and communicated to all service delivery team members as per
organisational practice.

Service standards

What are Service Standards?

Service standards outline the specific delivery targets established by an organization, and are made up of
a set of commitments that an organization promises to honour when delivering a service. They also
describe what a client or user can expect to receive from the service, and the manner in which the service
will be delivered.

Why are Service Standards Important?

As they are designed to be viewed by the public, service standards are vital because they hold
organizations accountable for the level of service they provide. They maintain a level of consistency that
allows both client and provider to know where they stand and what outcomes they should expect.
Service standards alleviate ambiguity from the process and provide clients with a set of commitments that
can be referred to when evaluating an organization’s performance. Organizations that meet or exceed
these standards will in turn see a rise in client satisfaction, public perception and overall organizational
performance.

How are Service Standards Created?

Service standards are an integral part of any service improvement initiative and consequently deserve a
considerable amount of attention. Creating meaningful, appropriate and measurable standards requires
preparation. One must keep in mind that the delivery of services can be influenced by many different
factors such as the number of clients as well as the nature and complexity of their requests. Furthermore,
client expectations are not necessarily homogeneous, and the interpretation of what constitutes a quality
service may vary greatly amongst the group. Creating quality service standards often involves the
following:
 Consultation with clients and workers to better understand each set of priorities
 Industry best practices used by organizations of a similar size and nature are studied
 Creation of a mission statement to provide the organization with clarity when developing major
objectives
 Evaluation of the organization before and after the implementation of any new standards takes place
in order to best assess performance

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 Training for employees that enables them to meet or exceed new and evolving standards is provided
to ensure that employees have the resources necessary to meet established targets
 Ensuring that when service standards are finalized, they’re in compliance with the policies and
procedures that dictate the organization’s behaviour.
How are Service Standards Measured?

All organizations must monitor their performance on a regular basis to ensure that they are either meeting
or exceeding their own service targets. Standards should be as simple, quantitative and easy to analyze
as possible allowing for quick comparisons with past performance. Service standards are an integral part
of any service improvement initiative and consequently deserve a significant amount of attention. It is
also worth noting that there is a direct correlation between high customer satisfaction ratings and the
public’s opinion of government.
There are a number of different ways to measure the overall effectiveness of a service standard.

First, technology can be used effectively to measure whether or not a service standard is successfully
being followed. For instance, it is possible to measure the length of time a client waits on hold when
accessing a service by telephone, or to track the time delays that a client faces during the processing of
paperwork.

Second, service standards can be measured and tested either through firsthand experience or by having
employees or hired individuals pose as clients. These “mystery-shoppers” can then help management
determine whether or not the organization is properly following its standards and provide evidence that
can be used for improvement.

Finally, client surveys can help organizations assess whether or not their service standards are meeting
expectations. The Common Measurements Tool (CMT), for example, provides managers with an easy to
use survey framework that facilitates benchmarking across jurisdictions and enables the comparison of
results between peer organizations. Using the CMT, managers are better able to understand client
expectations, assess satisfaction levels, and identify priorities for improvement.
By using all of these tools, managers can better identify best practices, share lessons learned and
participate in a community of organizations dedicated to service excellence.
Service delivery improvement plans.
By now you know where you are and where your clients want you to be, but not the path between the two.
Thus far, the vision and mission have been stated, a client - feedback strategy created, and input
solicited. Priorities for improvement have been identified, client centred service standards and client
satisfaction improvement targets set. Now it is time to create an improvement plan – the map that will
guide you and your organization between the two points – and set the actions necessary to achieve the
targets.

The improvement plan is not intended to serve as a self-contained or isolated plan. It is an integrated
part of the total business planning process of the organization. It provides for a systematic and organized

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approach to service improvement planning and implementation integrated with the regular annual
planning and reporting cycle of the department or agency.

Flexibility is key to the approach and to implementing the improvement plan. The plan and improvement
process must be brought to life – a living part of the organization – which embraces the concept of
continuous improvement. As you plan and implement, you will be receiving new and additional
information that will alter your plan. You must be ready to change direction when required. And staff must
be given room to innovate within the basic framework and be consistent with the overall goals.

Setting the Plan

The core of the Service Improvement Plan is to focus on the service improvement priorities that are most
important for citizens and clients. For each priority identified by clients, the organization will identify the
key actions required to address that priority. In turn, each of these key actions will be further refined by
identifying the required sub-activities required to support them.

The improvement plan is an opportunity to draw on the creativity, innovation and problem solving skills of
the organization. There is usually more than one solution to any problem and more than one way to
address the priorities. The creation and selection of actions to achieve the priorities provides an
opportunity for the organization to think "outside the box." For example, a common response to client
demands for faster telephone service is to add capacity to a call centre. Yet, a more innovative approach
can reduce workload by determining why clients need to call in the first place, and address the underlying
cause rather than a symptom of the problem (e.g. a form that is unclear to clients). Therefore, it is critical
to ensure active employee participation in the creation of the plan and to clarify for everyone what goals
the organization hopes to accomplish and how they will be accomplished.

Example of a Service Improvement Plan Template

To assist departments and agencies to get started, this section outlines an example of a potential Service
Improvement Plan template. The development of an improvement plan does not require a cookie cutter
approach. Every organization is unique, as are the needs, expectations, and priorities of its clients and
the environment in which the organization operates. What an improvement plan will look like will vary
from organization to organization. Yet, while specifics may vary, there are common elements to an
improvement plan. For each priority identified, it is necessary to establish actions to address the
improvement priorities, identify the person(s) responsible, and state a timetable for action, and specific
targets for achievement. The improvement plan will also address the monitoring and reporting process for
client satisfaction targets and service standards, and identify management accountabilities.

Direction

The first section of a Service Improvement Plan should be direction: how does the plan link into and
support the organization's mission statement and the desired future state for the organization. Stating this
vision up front enables department or agency personnel to better understand the purpose of the Service
Improvement Plan. It is also important to document here how the plan was developed, who participated,

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how citizens' views in terms of their priorities for improvement were obtained to produce the plan (e.g:
surveys, focus groups, or formal consultations) and how these views shape the plan. The important point
is to ensure that the activities outlined in the plan focus on citizen priorities and as such, if implemented
properly, will result in improved client satisfaction so that the department or agencies' targets for client
satisfaction are met.

Since the improvement plan is also a document that affects the work and work culture of the organization,
it is important in this section to outline who in the organization worked in producing the plan and how
employees were engaged in its creation.

Priority Areas for Improvement

The core of the plan should outline the department or agency's priority areas for improvement: what are
the key actions, who are responsible, what are the timeframes, expected results and how these results
will be measured. Below are two different examples of how the priorities for improvement section could be
structured. Example #1 adopts the approach whereby for each priority area, the specific actions required
are identified. Example #2 organizes the priorities for improvement by the five key drivers of client
satisfaction, in addition to identifying which service delivery channels (e.g. telephone, over the counter,
electronic, etc.) are implicated. The benefit if this second approach is that it assists in ensuring the each
driver is addressed and that the Service Improvement Plan addresses all service delivery channels. This
emphasizes a balanced, integrated approach between and among the various channels used to deliver
the service. The type of template you develop will depend upon the nature of your business and what
works best given the environment within which you work.

It is important to note that the plan should be comprehensive, but kept as simple as possible so that it is
clearly understood. For example, simply requiring staff to say "Have a nice day" (the staff courtesy service
quality driver) will not lead clients to believe they have had a positive service experience when none of
the other key drivers of client satisfaction are in place.

Monitoring and Accountability

A final section in any solid plan should include a section on monitoring and accountability. The example
below presents possible elements that you may want to include. Specifically outlining how the plan is to
be monitored, frequency by which the results will be reported and to whom assists in ensuring that key
actors are identified, that an accountability regime is in place and that all relevant aspects of the plan are
being properly communicated. In addition, the value of outlining the monitoring and accountability aspects
of the plan not only comes to play when you move to implementation, but also becomes readily apparent
in succeeding steps as implementation efforts are monitored and evaluated.

Summary

The departmental Service Improvement Plan links planning in the organization in two directions. First, it
links to planning upward on the strategic level though the Report on Plans and Priorities and subsequent
evaluation in the Departmental Performance Report. Second, it brings planning downward through its

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impact on the detailed work plans of organizational units and individual staff members. In many respects,
the improvement plan is a summary document that integrates information from a variety of sources. This
step incorporates the findings and work undertaken in the previous steps. It sets out for each priority
action necessary to attain the objectives and associated targets, sets a timeframe and identifies the
resources that are required, and establishes who is responsible and ultimately accountable for the
actions. The improvement plan must also integrate and consider other organizational issues, such as the
HR Plan, staff training needs, links to related services (service integration), and Government-on-Line and
information management/information technology plans.

Reasons and sources of client dissatisfaction

Re-Invigoration of the Public Sector

I do not mean re-engineering or even re-structuring. Maybe all we need is merely to invigorate the
government system in order for it to achieve the maximum efficiency that is expected of it.
We have tried such modes of re-invention as re-engineering and re-structuring, at great cost in
time and money, and yet improvements have not been substantial or palpable. The public
continues to languish in long queues every time a license or a passport is needed. Bribes are ever
pernicious and even more open today, like it is not anymore a secret that should be tucked inside
the pocket or a key thrown into the deepest ocean.
The public continues to encounter lazy faces of public servants seemingly tired of their day job
and daydreaming of life in beaches almost all day long. At the slightest error, the public who is
merely seeking public service get squirmed at by those who are especially employed by the
government in order to serve the public, and in order that the common person have the
convenience that the government owes them.
What is the aim of the public sector now? This is one vital question that should be addressed
before everything can be settled. Is the public servant merely holding position just in order to
make a living? He or she should rather be selling vegetables or meat in the market, at least
thereat; there would be wider potentiality for the improvement of wealth. Nobody could really get
rich in the government service, even serving for a long time.
Is the public servant merely holding position for social status and pride? He or she would rather
be joining pageants and spectacles on television, for he or she would be known better there.
The public office is a public trust. This dogma had even been institutionalized in our most
fundamental set of laws - our Constitution - and this is most encompassing of all, where no one
should be allowed to forget the essence of public service, which is in order to serve the people,
and not merely for self-aggrandizement.
In view of the foregoing issues, therefore it is but time to realign our views about the public
sector, starting from the people within it. That for every employee of the government, whether
national or local, every time he or she sees an individual, riding a Mercedes Benz or wearing no
shoes and in tattered clothes, it should not matter, because that person, whether rich or poor,
famous or unknown, is the very public sector he or she is aimed to serve.
In this manner, improvement of government service and the government system could be
initiated, entering its nascent stages.

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 Despite the improvements in work environment, like air-conditioned areas, new buildings,
expensive vehicles and increase in pay and bonuses, government service remains the same old
horse, who is lackluster in movement, lacks dynamism and most of all, deficient towards its main
aim of serving the public dutifully and with vigor. The government remains a system that is prone
to stagnation and inefficiency, misappropriation, abuse of authority and lack of direction.
We have tried re-engineering the government system in the past and yet even the best re-
engineers couldn't tame the wild river that is the Philippine government system. Maybe we need a
rocket scientist for this. We have tried re-structuring but even if our re-structurers could build a
pyramid or an Eiffel Tower out of a molehill, the government system remains an ancient nipa hut.
Maybe it's time that we should try re-invigoration.
It's not as complicated to do as re-structuring does or as expensive as a re-engineering would
demand. It only takes will, political will and cooperation from the people in the system. There are a
number of factors that would be put in focus in this aim of putting the government service in the
right track, one is leadership, two is awareness, three is competition, four incentives, and five
public choice.
In LEADERSHIP, I mean to say political leadership. When we all almost agree that politics and the
bureaucracy could not really be separated and is intertwined almost all the time, leadership
becomes a most important factor in putting vigor and integrity back into the government service.
In choosing our political leaders, especially in the next election activities in the coming years, the
people should now aim for leaders who have proven capacity to lead and carry an entire
workforce towards the improvement of service. It starts with the people then. If the electorate fails
in the first place to change our leadership from the highest level, towards the root level, then re-
invigoration of the government system would remain an illusion.
AWARENESS is two-pronged, first there should be awareness or a high level of consciousness
among our public servants that their holding of their respective positions is not meant for self-
aggrandizement alone, as a form of livelihood above all, but in order to serve the public well, and
this should become a passionate and patriotic mission in every individual that would be
integrated into the government service. Secondly, there should be similar level of awareness as to
the PUBLIC being the CLIENT that the government is aimed to served, (the private sector prefer to
call them CUSTOMERS) and the government system is aimed at primarily serving the needs of the
CLIENT, that when the client is dissatisfied, public service becomes irrelevant and inefficient in
every sensible sense possible. The CLIENT becomes the reason for existence, without it, there is
no public service in the first place. This way, every client that enters the halls of a government
office should be served well, for the moment that no one would anymore enter the halls of
government offices, is just about the time that public service should eradicated.
COMPETITION could be injected into the public sector so that improvement of service could
pertain. If the public could be given a choice as to the locus of a better service that they are
necessitating, then every public servant would aim to proffer the better form or kind of service.
This would entail privatization or semi-privatization of some government agencies or giving the
public more stake in the government system, where there is increased community involvement in

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 public service. Competition would entail the heightened accountability and responsibility factor,
where the government service would become directly accountable towards the community, that
there is really not one that is indispensable, that the public would always have a better place to go
when someone in the public sector doesn't want to serve the people anymore, but only wants to
receive salaries and bonuses. This is where PUBLIC CHOICE comes. This element of re-
invigoration is the most complicated of all, but it could be done through medium term action plan,
like say five years in the process, incrementally achieved by phases. And of course, this would
entail a more detailed document and methodology.
Competition also would bring forth to the adjustment of tenures in public service where at
present, there is that seemingly extreme bias in favor of security of tenure, so extreme that even if
a public servant would go to his or her work in drag and sleep all day, the government system
could not take him or her away, resulting to mass demoralization and low-level performances.
Public service should straightened out its merit system that only a good performance could lead
to promotions and increase in compensation, that not one indispensable that for whenever a
public servant does not want to serve the public anymore, as expected of him or her, then other
more competent or more able individuals from the workforce should be recruited in his or her
stead.
INCENTIVES of course remains a very important element, just like in re-structuring or re-
engineering, that for every PUBLIC CHOICE of a government service, the better service would
gain performance incentives, such as quota bonuses for a certain level unit of work, like for
example if this government cashier had served 100 clients in a day, then performance credits and
bonuses would injure or if this inspector had visited more areas or locations in a month than all
the rest, he or she receives a hefty amount. It could be done in a larger scale that for example if
this government agency branch had performed well in a particular year, more than the others in
the same field, the whole workforce of that branch would get bonuses and be lauded with public
acclaim. They do that in private sector, that's why the private sector had been able to build the
grand Makati skyline over the years, and is establishing another in Fort Bonifacio and in Ortigas,
aside from the busting urban scene in Cebu and Davao, and they do not receive any subsidy from
taxpayers, unlike the government service system.
The private sector had not been fraught with issues of grand corruption because employees in the
private sector do not attain such level of indispensability like that in the public service, where
those who performed well are credited well and remain in the service for long, while those who are
lackluster and lack integrity in work is taken out of the system. And besides, if one reaches a
managerial or administrative level in the private sector, one is assured of hefty compensation that
is why, in recent years, managers and executives of private companies have been able to
increased sales in dramatic proportions. There are a lot of things that the government service
could learn from the private sector in terms of methodologies, form of work structure, incentive
system, recruitment and promotion system, tenures of employees, work ethics and level of
competency and most of all in their treatment of the CLIENT, which they often call as the
CUSTOMER.

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 In public service, the CLIENT may not always be right, but for certain they are the reason for
being. A population that is served better by the government, in terms of public service-- like
education, licenses, security of food, public order and safety, health and welfare, livelihood
opportunities, housing, job placements, communication and technology, etc.-- is a population that
can make a better government and thereon, a more vibrant State.

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 Manage service delivery improvement 
Learning Unit2

UNIT STANDARD NUMBER : 120306

LEVEL ON THE NQF : 6
CREDITS : 8
FIELD : Business, Commerce and Management Studies 
SUB FIELD : Office Administration 

This Unit Standard is intended for elected political leaders and public sector officials involved with
the service delivery activities that require the use of public assets to render services to the
PURPOSE:
communities. It is also useful to South Africa's public officials and political executives, strategic
executive managers and other role-players contributing to the development of improved service
delivery to communities. The qualifying learner will be able to apply the knowledge, skills and
values to understand client behaviour and characteristics and plan service delivery improvement in
order to meet organizational targets. 
The qualifying learner is capable of: 
 Developing a service delivery improvement plan to meet organizational targets.
 Applying service delivery improvements and honor client confidentiality.
 Reviewing the service delivery improvement plan of the organization/department. 

LEARNING ASSUMED TO BE IN PLACE:

Description of required skills:

 Communication at NQF Level 5
 Computer Literacy at NQF Level 4 

SESSION 1

Develop a service delivery improvement plan to meet organisational targets.

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 Learning Outcomes
 Feedback from stakeholders regarding problems of service delivery is collated and analysed
according to categories. 
 Reasons for and sources of client dissatisfaction are described using case studies. 
 The nature of problems, needs and expectations of clients is analysed using case studies. 
 Existing service delivery standards/levels are identified and described according to relevant
organisational policy. 
 Measures to rectify service delivery failures are identified and described with examples. 
 Plans for the improvement of service delivery are devised and necessary resources are allocated
according to departmental/organizational policies and procedures. 

Reasons for and sources of client dissatisfaction are described using case studies.
1. Price 
2. After sales service 
3. Product quality/performance data and 
4. Delivery arrangements.

The same sales people also believed the following matters to be the most frequent sources of
customer dissatisfaction:
1. Quality of delivery (in particular the delivery date) 
2. Product quality (including products from a sub supplier ('original equipment') 
3. prices (including the cost of after sales) 
4. quality of services 
5. after sales service 
6. conditions of guarantee.

About one third of salespeople assume that customers break off a business relationship first and foremost
because of price. It is easy to justify losing on price so sales people constantly give price as the primary
reason for customers going over to the competition. Interestingly, a study carried out by Professor Dr
Wulff Plinke of Humboldt University in Berlin, came to a similar conclusion. Price is generally given by
industrial sales people as the biggest reason for losing orders.

The reasons behind the sales person over emphasing the role price plays on losing orders may be related
to the fact that the price decision is usually towards the end of the acquisition process. This makes it easy
for the buyer to give the impression that the decision to place the order depends only on the price. Also, in
the final analysis, the salesperson has no decisive influence over price level - giving another reason why
price is a favourite excuse for losing an order (defensive function).

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Whilst cost is often given as the reason for losing the sale, a sales training expert gives another possible
reason. Sometimes the customer changes because the sales person has failed to make it clear to them
just how costly it would be for them to change supplier!

If we want to truly understand the reasons customers are lost we must be careful of not emphasising price
as the main reason for clients going to the competition. The reasons become clearer when we relook at
the reasons of client dissatisfaction given by the sales people who took part in the survey. According to
the sales people asked, price actually comes in third place. More frequent causes of dissatisfaction are
delivery-related matters and product quality.

A lack of after-sales service (mentioned by a third of those asked) is just as important a factor as price
when it comes to client migration, but interestingly is not seen so much as a reason of dissatisfaction.

Relational aspects are not mentioned as much as 'tangible' problems when it comes to examining client
dissatisfaction. Whereas complaints are readily reported about 'essentials', such as a delay in delivery or
the fact that the customer's delivery commitments have not been fulfilled, a customer's dissatisfaction with
customer care rarely becomes the subject of a concrete complaint, although this will also induce the
customer to change supplier.

The sales people asked mentioned the quality of the product as both a reason for clients seeking to buy
elsewhere and a cause of customer dissatisfaction. The sales people believed there was greater
dissatisfaction about hardware performance than dissatisfaction about cost or after sales service.

The most common cause of customer dissatisfaction given was problems keeping delivery deadlines,
although only 10% of the sales people asked believed that this would end in a change of supplier. Delay
in delivery, according to them, is certainly seen as a problem, but it was seen to have a minimum bearing
on a client's decision to leave or stay with an existing supplier.

The sales departments have similar views on the dissatisfaction factors 'quality of service' and 'conditions
of guarantee'. They are hardly seen as a reason for a client going elsewhere, since clients are obviously
'used to problems' - even from alternative suppliers.

In summary, surveys of sales people on sales training courses show that they often over emphasise the
importance of price as the reason for losing customers whilst down playing some of the other aspects
causing customer dissatisfaction. However, if these other aspects are ignored they will, eventually, lead to
customers changing suppliers.
The nature of problems, needs and expectations of clients is analysed using case studies. 
Good practice in client focus means putting the client at the centre of what you do. This means: engaging
with clients to find out what they value, need, want and expect

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helping clients understand the financial, operational and educational constraints you work within using all
your existing systems and processes to gather intelligence about your clients monitoring clients’ level of
satisfaction with your intended and existing products and services using client satisfaction as a critical
measure of your organisation’s quality and performance ensuring that you involve clients in all stages of
the development of products and services, from conceptualisation through to market launch.
Encourage Customer Complaints

One public agency found that three quarters of its customers had no idea who to talk to if they had a
problem. Many customers think it's simply not worth the hassle to complain. They are skeptical that the
organization will do anything or they may even fear retribution.

Best-in-business organizations actively encourage customer complaints. Some companies even refer to
what they do to encourage complaints as "marketing" their complaint system. Companies make consumer
service cards available at the place of business. Many solicit feedback wherever they post or publish
customer service standards, on all correspondence, on bills, and in the telephone directory. Some offer
discount coupons to encourage customer feedback. Many publish information on how they can be
contacted in more than one language. They publish 1-800 and other numbers for the company where
consumers are most likely to see them, e.g., on the product packaging. Companies also market their
complaint handling systems during conferences and meetings, in annual reports, newspapers,
association circulars, videos, audio tapes, letters, press releases, speeches, training sessions and via
electronic mail.

Seek to Delight Their Customers

The benchmarking partners often use the phrase "delight the customer" and go out of their way to exceed
expectations. Often this means a compassionate ear. An insurance company has a special team that
deals with the needs of grieving spouses. Companies give front-line employees the authority to award
customers who have complaints with products, coupons, or even cash when it is necessary to resolve a
complaint. Even public sector employees are able to give certain products and services to customers with
complaints. For example, the U.S. Postal Service can give up to $20 in stamps when it is appropriate.
One service company sets no limits on the front-line employees' authority but tracks company norms for
what it takes to resolve particular types of problems. Team leaders look at and discuss variances from
these norms. Additionally, employees share ideas for ways to resolve complaints creatively within or
below company norms.

Understand Customer Expectations

These organizations demonstrate a commitment to understanding the customer's perspective. Most of the
benchmarking partners send surveys to customers who have complained recently to see how satisfied

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they were with how the complaint was handled. Some call the customers to determine satisfaction. One
organization surveys every fourth customer with a complaint. Another described complaints as "free
information" about their customers needs and expectations.

These organizations supplement surveys of people who complain with routine and often extensive data
collection tools in order to understand their customers. Customers are surveyed to determine their level of
satisfaction with existing services. Surveys are sent with questions, often in a Likert Scale format where
the customer can select the degree of satisfaction on a scale, e.g., from one to five.

These surveys assess customer satisfaction with existing services, delivery of services, helpfulness of
employees, and overall performance of the organization. Some companies add a few short questions to
the end of customer calls or correspondence. Companies also survey their front-line employees for their
attitudes as well as for their ideas for improved service, asking their employees to take the customer's
perspective. After the nearby community complained about noise levels, the Red River Army Depot
changed the times they detonated ammunition and put "listeners" (members of the community) at check-
points throughout the surrounding area to monitor noise levels.

The partners focus on clear customer target groups. One company that serves a wide variety of
customers decided to focus on its high-volume business customers. Three months after a high-volume
business customer has complained, the company follows up to find out whether they are still using their
services and, if not, the reasons for dissatisfaction. In addition, the company routinely solicits feedback
before, during, and after service. It conducts focus groups and has established a Customer Advisory
Council to drive decisions related to this key target group.

Manage Customer Expectations

These organizations do not wait for complaints to come in the door. They try to anticipate the needs and
problems of customers and to set realistic expectations through customer education and communication
strategies. Research shows that 40 percent of complaints come from customers having inadequate
information about a product or a service.(5) Using customer feedback to understand customer
expectations and needs, organizations educate their customers and/or the public on what they can expect
from their products and services and what obligations and responsibilities their customers have. For
example, one enforcement/ regulatory partner has extensive education on the requirements and reasons
for utilizing their services.

Know How to Say No

Both companies and government agencies, especially regulatory agencies, need to draw limits. When it is
not possible to give the customer what they would like, it is still possible for a customer to feel that he or

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she has been heard and has been treated fairly. A number of techniques convey concern--calling
customers and telling them the company understands; giving the customer the best explanation they can;
and being open and honest with customers concerning laws and policies of the organization. Being
professional and considerate of customers enhances their view of the organization--even when the
customer may be disappointed with the outcome. A recent taxpayer letter to the Internal Revenue Service
shows that the techniques cited above really work:

"For the first time in a long time, a communication from IRS is clear, concise, informative and user
friendly. . . The attached--while I'd preferred not to have made the mistake--points out exactly what
happened and what needed to be done."

In a small percentage of cases, it will be necessary to close a complaint when it is felt that the company or
agency has done everything that can be done. Recognizing that it is not always possible to satisfy a
customer, having procedures and trained staff to handle these cases, is part of an effective complaint
handling system.

Keep the Human Touch

One company found that it made a major mistake when it introduced enhanced information technology.
Employees lost eye contact with their customers. Keep the human touch--don't let automation get
between the front-line employee and the customer. Eye-to-eye contact may be lost with computers.
Measures to rectify service delivery failures are identified and described with examples. 
Responding to Customer Needs
Investigates, understands and responds to the needs of customers – internal and external - by:
 Using appropriate questioning techniques;
 Building and maintaining excellent relationships with customers;
 Responding to customer feedback;
 Treating all customers fairly and with regard to diverse needs.
Providing Excellent Customer Service
Delivers excellent customer service by:
 Using skills and resources to deliver the best possible service;
 Dealing with customer requests, queries and problems;
 Meeting customer service standards and requirements.
Responding to Customer Needs
Develops the organisation’s understanding of, and responsiveness to its customers by:
 Implementing customer feedback systems and acting on findings;
 Ensuring diversity policies and practices are followed when dealing with customers
 Promoting new and flexible ways of delivering services that are responsive to

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 Customer needs. Adopts a customer-led approach to service development by:

 Working with customers to gain insight into their needs;

 Learning from customer complaints and feedback to support the redefinition of service delivery;
Communicating to others how an understanding of the diverse needs of others is essential to
providing a good service to customers;
 Shaping services to meet future customer needs.
Providing Excellent Customer Service
Manages the provision of excellent customer service by:
 Monitoring customer service performance and taking action to resolve poor quality service;
 Sharing knowledge of other DWP business areas with colleagues to improve customer service;
 Ensuring the team achieves the required standard of customer service;
 Sharing good practice and identifying opportunities for customer service improvements. Customer
service delivery pertains to certain elements that are essential when serving customers, including
treating them properly and answering the customer's question to his satisfaction.
Customers making complaints need to feel they are being listened to. Listen actively by making eye
contact, nodding, or even jotting down a note. Ask clarifying questions when the customer is finished
speaking if necessary to get more details that will enable you to solve the customer's problem. Do not
interrupt a customer when he or she is speaking.

Customers making complaints need closing action. When a customer makes a return, the close of
the customer service interaction is the customer getting her money back or something else of value. A
customer making a complaint needs to get something of value out of the exchange, too; some action
relevant to the complaint, whether it be a promise to follow up or a future discount.

C) Good Customer Service: Customer Complaints and Returns

Customer complaints and returns are also extremely common customer service interactions. Providing
good customer service for a customer with a return depends on two factors; your business's return policy
and the way you and/or your staff interact with the customer during the return process.
There are two differences that are important to bear in mind when trying to improve customer service for
customer complaints:

Customers making complaints need to feel they are being listened to. Listen actively by making eye
contact, nodding, or even jotting down a note. Ask clarifying questions when the customer is finished
speaking if necessary to get more details that will enable you to solve the customer's problem. Do not
interrupt a customer when he or she is speaking.

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 Customers making complaints need closing action. When a customer makes a return, the close of
the customer service interaction is the customer getting her money back or something else of value. A
customer making a complaint needs to get something of value out of the exchange, too; some action
relevant to the complaint, whether it be a promise to follow up or a future discount.

Follow up and evaluate.

So you'll need to continue to spot-check your staff's customer service interactions and help them stay
focused on good customer service by reviewing how to provide good customer service for the interactions
you've worked on here with them in staff meetings and individual conversations.
Keep monitoring and encouraging good customer service – and then take it to the people once again, just
as you did in point one of this Customer Service Makeover, surveying your customers' opinions about
your customer service. You should find that they're a lot more positive about their interactions with your
business – and positive customers are what good customer service is all about.

Plans for the improvement of service delivery are devised and necessary resources are allocated
according to departmental/organisational policies and procedures. 

Developing, Motivating and Managing Your People

Even though you have hired the right people, there is still a need to orient them into the organisation's
customer relationship culture and define key communication skills. In Call Centers and Technical Support
departments, there is a tendency to rely on technical/functional skills and neglect interpersonal skills
development. This can result in providing acceptable material service, the more tangible aspect, yet
unacceptable personal service, the competitive differentiator.

Therefore to build a customer relationship culture, it is important to:

 Provide training in key areas required to deliver exceptional personal service
 Reinforce these skills using ongoing coaching and feedback
 Measure current performance levels
 Reward performance using a combination of monetary awards and non-monetary recognition

Establishing Effective Service Delivery Processes

Effective processes and procedures provide the foundation for smoothing or inhibiting the material service
element of the customer interaction. Efficient service delivery systems appear transparent to the
customer. Poor systems create those 'speed bumps' that necessitate personal intervention in order to
satisfy the customer requirements.

The critical elements in ensuring a positive material customer experience are:

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 Mapping the service delivery processes
 Evaluating critical success points in the process
 Defining service standards and objectives for these essential points
 Establishing service delivery procedures to optimise material service
 Creating service level agreements to smooth internal service delivery

Building In Continuous Improvement

No matter how effective the service delivery processes, or well-trained the service deliverers, things go
wrong. Products have faults. Customers get frustrated. Things slip through the cracks. The organizations
that are built around managing the customer experience are able to resolve these issues effectively. This
process known as "recovery" is an important differentiator in building customer loyalty.

In order to recover effectively, it is necessary to:

Actively seek customer feedback and complaints: you cannot improve if you don't know what went
wrong in the first place.
Train staff how to handle customer complaints effectively using the correct mix of empathizing,
apologising and resolution.
Make sure that the real problem is solved, not just the symptoms.
Focus on proactive (prevention) as well as reactive (cure) problem solving.

Ensuring Managers are the Key Change-Agents

As consultants, we observe that senior management often has the vision, intention and commitment to
introduce a comprehensive customer relationship management system. The "make or break" element is
in involving middle management in the change process, and empowering them to be the key change-
agents.

To do this, it is important to:

 Engage the management team early and often in the process
 Involve management members in articulating the customer experience strategy
 Teach managers coaching skills so that they are able to articulate and reinforce the key personal
service skills
 Use managers as facilitators when rolling out interpersonal skills training
 Reward managers on establishing, monitoring and updating service delivery processes
 Ensure managers are able to act as an example to their teams.

The quality of customer service transactions must be monitored if they are to benefit from actions to
improve that overall quality. Quality in this area can be defined only

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in terms of agreed criteria and against agreed performance ratings. In an organization that carries out a
high volume of customer service transactions delivered face-to-face, by telephone or on-line, quality can
be measured and improved only by adopting a systematic sampling approach. Spot checks and routine
checks are needed to observe individual performance and results must be analysed to identify patterns
and trends. Improvement can then occur as a result of feedback you give to colleagues so that actions to
improve individual performance can be taken. This unit is for you if one of your job responsibilities
involves systematically sampling the quality of customer service transactions and working with colleagues
to improve their performance.

Feedback from stakeholders regarding problems of service delivery is collated and analysed
according to categories. 
Monitoring client response
Monitoring client response is about developing a relationship with your client as much as it’s about
improving the product or service. Good relationships are the key to repeat business and getting good
‘word of mouth’ advertising—your organisation’s reputation depends on this. According to research,
clients consider ‘quality of relationship’ to be the single most critical reason for choosing to stick with
service suppliers (mechanics through to training providers). The RATER model (frequently used in the
education sector) defines what customers consider important in their assessment of service quality:

Reliability—ability to perform the service or deliver the product; dependably

Assurance—the knowledge and courtesy of staff and their ability to inspire trust and confidence;
Tangibles—the appearance of physical facilities, equipment, personnel and materials;
Empathy—caring and individualised attention;
Responsiveness—willingness to help clients, provide prompt service and solve their problems.

Here are some examples of how to build your relationship with your clients while monitoring their
response to your product or service: telephone contact—use a discussion guide to ensure you question
clients on key product/ service issues while allowing them to comment freely client visits—preferably to
the site where products/ services are being delivered email surveys—sent regularly (though not too
frequently!) at pre-determined intervals in the first 12 months after implementation structured in—depth
interviews-these should follow the initial interview guide and measure satisfaction with how you
responded to client input focus groups tracking surveys—using quantitative data from step two as a
benchmark to measure change or progress against at regular intervals.

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 SESSION 2
Apply service delivery improvements and honour client confidentiality. 
Learning Outcomes
 Service delivery is explained in relation to the organisational vision, goals and objectives. 
 Methods and techniques to build a sound relationship with clients are described according to best
practice. 
 The relevant code of conduct to maintain client confidentiality is implemented according to
organisational requirements. 
 The targeted components of service delivery are co-ordinated to ensure improvements according to
service delivery improvement plans. 

Service delivery is explained in relation to the organisational vision, goals and objectives. 
The Service Delivery Improvement Plan aims at highlighting the successes on, the challenges that remain
and ways of improving service delivery within the Department

Deal with complaints.

No one likes hearing complaints, and many of us have developed a reflex shrug, saying, "You can't
please all the people all the time". Maybe not, but if you give the complaint your attention, you may be
able to please this one person this one time - and position your business to reap the benefits of good
customer service.

Train your staff (if you have any) to be always helpful, courteous, and knowledgeable.
Do it yourself or hire someone to train them. Talk to them about good customer service and what it is (and
isn't) regularly. (Good Customer Service: How to Help a Customer explains the basics of ensuring
positive staff-customer interactions.) Most importantly, give every member of your staff enough
information and power to make those small customer-pleasing decisions, so he never has to say, "I don't
know, but so-and-so will be back at..."

Take the extra step.

For instance, if someone walks into your store and asks you to help them find something, don't just say,
"It's in Aisle 3". Lead the customer to the item. Better yet, wait and see if he has questions about it, or
further needs. Whatever the extra step may be, if you want to provide good customer service, take it.
They may not say so to you, but people notice when people make an extra effort and will tell other people.
Throw in something extra.
Whether it's a coupon for a future discount, additional information on how to use the product, or a genuine
smile, people love to get more than they thought they were getting. And don’t think that a gesture has to
be large to be effective. The local art framer that we use attaches a package of picture hangers to every
picture he frames. A small thing, but so appreciated.

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Methods and techniques to build a sound relationship with clients are described according to best
practice. 

1. Have a clear contract with your client.

This is the number one guideline for a successful client engagement. Without a clear contract neither you
nor your client can be clear on roles and responsibilities, deadlines and deliverables, methodologies and
measures. Beyond the importance of the contract to the project itself, a clear contract also is a great aid
to a good working relationship. The goal of a contract is clarity, not legalese - as such; it is a great aid to
improved client relationships. 

Your mutually agreed to contract should include the following as a minimum:

 What the roles and responsibilities are for you - and members of the client organization
 What methods you plan to use during the project
 The project timeline
 A description of success 

2. Get to know your client better.

All relationships are better when the individuals in the relationship take the time to get to know one
another. Learn the client's interests. You will likely spend many hours with and around the client during
the project. Knowing that they like gourmet French food or exotic candies or Oakland Raiders football is
information you should know. This is more important to some clients than others, but all of us like to have
conversations with others about our interests. 

Make it a point to learn something new about each client in every meeting you have. Once you learn
something new, keep track of that information in your contact manager, in your project notes, or wherever
you can find it when needed.

3. Ask more questions.

When we ask questions we understand situations better. Take the time, make the time to ask your client
how she feels, what she thinks, and try to understand her observations regarding the progress of the
project and your performance. The skill of questioning is one of the most important we can develop to
improve our consulting skills and our relationships.

4. Be willing to say "No."

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In many cases, clients ask us to do things beyond our capabilities or interests. When these new requests
are outside the contract agreement, be willing to say no. Take time to understand both the client's reason
for asking as well as your ability to deliver. Don't automatically say yes, just because "the Customer is
always right." 

Saying "No" may mean keeping your project on track by not expanding the scope of the project. Saying
"No" may also mean not accepting additional work that the client would like you to do. In either case, it is
easier to say no when you have a clear focus on your personal objectives. Ask yourself "What is my
business focus, both now and in the future - and how does this request fit into this picture?" More
pragmatically, I have found myself asking if I would be excited by or interested in this new work. This is a
great question to ponder and it helps me decide whether to say yes or no to a request.

5. Be willing to say "yes."

Sometimes yes is the right answer - and only you will know when. After weighing the opportunity the client
offers you, the client will be grateful if you say yes! Saying yes often makes the client's job much easier.
Saying yes can help strengthen your relationship with the client as well. The more work you do on the
clients behalf, the more valuable you become. You know the systems, the people and the culture. These
are good reasons for saying yes.
 
Taking on assignments that stretch your skills and comfort zones are another good reason to say yes.
Remember the "getting out of bed in the morning test", ask yourself, "Would I be excited to do this piece
of work?" If so, your best business decision might be to say, "We can do that!". 

6. Be a problem solver - and a solution finder.

Clients hire us to help them solve problems. The more problems we can help them solve, the better. This
advice is in line with saying "yes", and somewhat counter to saying "no", but worthy of singular
discussion. Sometimes our activities allow us to see things that can be helpful to the client. Weigh these
opportunities and when appropriate, help (or offer to help) the client solves the problem - even if they
didn't know the problem existed.

This advice starts before you search for those problems. It starts with being observant, and understanding
the big picture of the client's business objectives. Clients will generally be thrilled if you can identify areas
for improvement - especially when you have suggestions on how to improve the situation.

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7. Keep your distance.

Therapists say you can't help the family if you are part of the family. This is true for us as consultants as
well. We do become more valuable the more we work in an organization, but we need to keep our role
clearly defined within the organization. Even as we build the relationships that make us successful, we
need to be diligent in keeping our distance so we can continue to provide valued and effective advice and
expertise.
Refer to your contract to help you stay within role. Experience shows that letting the client know that you
are concerned for this "distance" will be appreciated. Without such conversations, the client may read
your behavior as a lack of interest in their organization. When they understand your concerns about
maintaining this distance, your efforts will be seen for what they are.

8. Stay focused.

Staying focused on your contract and on your deliverables is the best thing you can do to maintain and
build your client relationship. Talk about deliverables and deadlines in client meetings. Showing that focus
and then delivering what we say when promised , we build our credibility and enhance our relationships.

9. Be a learner.

Being a learner means being open to new techniques and ideas and approaching each project with fresh
eyes. Few things will turn off the client more than you immediately snapping to a solution, assuming that
their situation is "just like" five others you have seen. There are always nuances that will make a
difference. Take the time to inquire about them, and integrate them into your solution. 

The Zen saying of "be a beginner always" applies here. If we approach a situation as "Been there, done
that", our opportunity to meet and exceed the clients expectations is greatly diminished. At least as
importantly, our attitude will show through, hurting our client relationships.

10. Work at it.

Recognize that the client relationship is part of the job! Thinking about and working on the relationship will
make you more successful in the current project, enhance your chance for future work, and make the
project much more enjoyable. Not only that you'll get to know and learn from your client.

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The relevant code of conduct to maintain client confidentiality is implemented according to
organisational requirements. 

1. Treat client with respect & honesty.

2. Inform staff of needs and changes in circumstances in order to receive relevant services.
3. Give advance notice of their need to access services in order to ensure the services can be provided
in a timely manner.
4. Be prepared to work with other Committee and staff when the Support Coordinator is not available, or
be willing to wait until the Support Coordinator is available.
5. Maintain confidentiality of other clients and staff.
6. Realize that access to services may have limits and eligibility does not automatically ensure services.
7. Understand that staff/volunteers may not be available on a drop in basis, an appointment may be
necessary.
8. Deal with problems and concerns in a mature manner according to Policies & Procedures.

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 SESSION 3
Review the organisational service delivery improvement plan. 
Learning Outcomes
 The quality cycle in relation to organisational service delivery is described and explained according to
the specific sector. 
 Continuous feedback and improvement strategy for organisational service delivery is outlined and
analysed according to the best practices. 
 Professional communication and relations with all stakeholders are developed in accordance with
organisational policies and procedures. 
 The service delivery improvement plan is revised and communicated to all relevant stakeholders. 

Professional communication and relations with all stakeholders are developed in accordance with
organisational policies and procedures. 

Special Attention

One customer service deliverable includes providing the customer with special attention, which includes
eye contact, according to "Inc." Magazine. This attention ensures that the customer gets to ask her
question without getting rushed. Customers usually appreciate it when companies take time to listen to
them.

Professionalism

Professionalism is another element that companies must deliver to customers. A customer service rep
must maintain a certain decorum and not get angry with the customer, though the customer may be
upset. Customer service reps must also be knowledgeable about their particular business.

Timeliness

People are busy today, so customer service delivery also entails handling transactions or refunds in a
timely manner. No one wants to stand in line for 10 or 15 minutes. When customer service reps see a line
queue, they should allocate more reps to serve the customers.

Accuracy

Customers also want their orders to be accurate. For example, a person who orders a couple hamburgers
through the drive-thru at a fast food restaurant wants the correct order.

Sufficiently Handling Problems

Customers also want to have their questions and problems solved to their satisfaction. For example, a
customer who calls an Internet service provider (ISP) when his service is down wants the issue fixed as

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soon as possible. The customer expects a technician to be at his house the next day if customer service
cannot handle the issue remotely.

Customer Relationship Management (CRM) refers to the methodologies and tools that help businesses
manage customer relationships in an organized way. For small businesses, customer relationship
management includes: - CRM processes that help identify and target their best customers, generate
quality sales leads, and plan and implement marketing campaigns with clear goals and objectives;- CRM
processes that help form individualized relationships with customers (to improve customer satisfaction)
and provide the highest level of customer service to the most profitable customers;

- CRM processes that provide employees with the information they need to know their customers' wants
and needs, and build relationships between the company and its customers.

Customer relationship management tools include software and browser-based applications that collect
and organize information about customers. For instance, as part of their CRM strategy, a business might
use a database of customer information to help construct a customer satisfaction survey, or decide which
new product their customers might be interested in.

The service delivery improvement plan is revised and communicated to all relevant stakeholders. 
Providing Excellent Customer Service
Promotes excellent customer service by:
 Communicating a vision of future service improvements and modernisation;
 Promoting the sharing of best practice across organisational boundaries;
 Creating working conditions where people and processes enable the delivery of excellent customer
service;
 Delivering customer service improvements across a range of areas.
Be able to prepare to monitor the quality of customer service transactions.
You can:
a. Identify the criteria against which quality of customer service transactions will be monitored
b. Agree a sampling frame for monitoring customer service transactions
c. Follow organisational procedures to ensure your monitoring plans are compliant with any need for staff
and customers to know you are being observed
d. Identify ratings and scales against which quality of customer service transactions can be measured
e. Ensure that you are totally familiar with the customer service procedures for transactions you are
monitoring

Be able to monitor the quality of customer service transactions.

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You can:
a. Carry out spot checks on or observations of the quality of customer service transactions
b. Carry out planned and routine checks on or observations of the quality of customer service transactions
c. Observe or listen to a colleague dealing with a customer service transaction
d. Record your observations of a colleague’s performance against agreed quality criteria
e. Make judgments about your colleague’s quality of service delivery by allocating a performance rating
against a defined and agreed rating scale
f. Analyse and summarise your observations to identify patterns and trends in your colleague’s
performance

Be able to give feedback on the quality of customer service transactions.

You can:
a. Engage with your colleague in preparation for giving feedback on the quality of their customer service
delivery
b. Provide positive feedback to your colleague by identifying features of customer service that they
delivered particularly well
c. Give feedback to your colleague regarding features of their customer service delivery that would benefit
from development
d. Propose actions for coaching or training of a colleague in areas that would improve their customer
service delivery
e. Maintain records of customer service quality monitoring and action plans for improvements

Continuous feedback and improvement strategy for organisational service delivery is outlined and
analysed according to the best practices. 
Systems of Care Principles and Values
The following are just a few ways systems of care principles and values might be evident in your
community’s continuous quality improvement:
 All key stakeholder groups determine measures to be used.
 Your system of care governance body uses data from your continuous quality improvement program
to inform all major decisions they make.
 Processes and instruments gather information on short-term, intermediate, and long-term outcomes.
 Results are used continually to improve systems of care for clients and families, practitioners,
administration or governance, and policy.
 Continuous quality improvement activities are integrated into all aspects of systems of care.
 Client outcomes, program performance, and system measures are part of the continuous quality
improvement process being assessed.
 Personnel within systems of care have maximum access to data.

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Customer Satisfaction Surveys
Surveys and questionnaires are the most common marketing research methods. Typically, they are used
to:
 assess the level of customer satisfaction with a particular product, service or experience;
 identify factors that contribute to customer satisfaction and dissatisfaction;
 determine the current status or situation of a product or service; compare and rank providers;
estimate the distribution of characteristics in a potential customer
 Population; or help establish customer service standards.

The quality cycle in relation to organisational service delivery is described and explained
according to the specific sector. 

In order to add true value for customers, service organizations must be able to deliver services that ‘beat
the market’ regarding price and quality. All internal service providers are competing with the external
marketplace; either directly or, at least, by perception. We believe strongly in focusing on customers and
managing the business at the individual service level: a service management approach for service
providers.
Therefore, the service catalog (list of services offered) should be:
 market-focused (comparable to the external marketplace)
 customer-focused (easily understood and identified by the consumer)
 Competitive (price, quality, cycle time, etc.)
In order to enable the required “beat the market” competitive behavior, certain management tools should
be implemented:
 service level planning and budgeting
 service level agreements (SLAs)
 service unit cost knowledge and understanding in order to develop pricing
 billings (quantity x price) matched to SLA and/or service request
 customer satisfaction feedback
 service-focused performance metrics

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