A Theory of Parsimonius E-Government Service Management

Having looked at the literature, proposed a model and kicked it around for a while I can only envisage the following:

To collate on an ongoing basis feedback across all channels. The idea is not to have any sort of scale of satisfaction, just satisfied or dissatisfied and the relevant feedback. The feedback is used to adjust, improve or develop that channel.

This is not an attempt to steer the public down cheaper (for the provider) routes but to get satisfactory service across all, which will encourage them to use the most convenient (for them) on that particular occasion. For some services this may require action across several channels, and even repeat visits, but that will be down to the service required.

There is no target! If its a wasted visit, no doubt the reason for dissatisfaction will be used to improve matters for the next customer.

I realise that GovMetric is similar – good! This isn’t an attempt to steal it but to promote a customer/citizen focused alternative to things like National Indicator 14 (avoidable contact).

My major concern is that we still haven’t responded to need, to the customers who can’t or won’t leave feedback, to the ones who can’t find the door, phone number or website or don’t want to…

The next challenge is a Parsimonious Theory of Harvesting and Managing Customer Need…

Anu suggestions?


One Response to A Theory of Parsimonius E-Government Service Management

  1. Pete Thomson says:

    Is “satisfied”, a satisfactory service, the limit of our ambition? Of course it may be a challenge even to get to that, but it seems to me you would ideally want to get beyond it, to something like excellent or “delighted”.

    I have (once!) been asked to rate my satisfaction with a service from 1 (bad) to 10 (good), and then asked “if we didn’t score 10, what would it take to get us there?”. That maybe sends a more positive message than “if you’re just about satisfied, that’s good enough for us”. It might also throw up some new ideas for improvement.

    And about steering the public to cheaper channels – surely you need an element of that? Improvements don’t usually come for free, and budgets are finite, so if you don’t realise some savings, sooner or later you have to settle for something less than excellence.

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