16 By Dr. Lois Parkes, Leadership Development and Institutional Strengthening Specialist, CARICAD C ARICAD member states, whether through national vision plans or political manifestoes, have promulgated promises around improving quality of life and socio-economic development. The vehicle through which this occurs is public administration. According to the recent report on PUBLIC SECTOR PERFORMANCE PROGRAMME 2022-2025 An International Benchmarking Study - Sub-Study 2022, Public Administration “…refers to all those activities and procedures related to the formulation and implementation of policy and governmental and other public programmes, and to the management of the organisations and activities involved.” This is done broadly through the translation of state resources into the related outputs i.e. service delivery, which in turn should lead to impacts on the satisfaction of citizens and other stakeholders, and align with good governance and democratic principles. Improving public service delivery is therefore about improving the mechanisms for the translation of state resources into needed outputs, which hopefully should further translate into broader positive impacts at the societal level. These mechanisms take the forms of public policies, the supporting legal and regulatory frameworks, and the efficiency and effectiveness of business processes and any attendant technology to support the efficiency and effectiveness of government transactions, in which citizens/clients engage. Across Caribbean public services, there has been some progress, particularly in the use of ICT, in enhancing certain areas of public service delivery, a notable example being immigration services and the issuance of passports in many member states. However, it is recognised that further improvements are required and being demanded, to ensure that public administration serves as a better facilitator of socio-economic development in the Caribbean. Public administration is not always a direct provider of final goods, but plays a crucial facilitation role for other players in the economy. At times, the service orientation with the citizen/client at the centre is lacking, or not properly understood in the public service context. So where does one begin to better address these service delivery challenges? A critical first step is to start the conversation. Public Service Leaders in particular have a responsibility to engage their teams, organisations and stakeholders in this all -important service delivery conversation. The conversation begins by asking some key questions: • What truly is our mission? • Who do we serve, and why? (understanding the ‘why’ is needed for true engagement in the process) • What services do we provide? Does a listing of all of our services exist? • How do we currently provide those services? Online, in person? • What standards do we have now for delivering those services? (timeframe, quality etc.) • What is the current level of satisfaction with the delivery of these services? • Do we track the delivery of these services? Do we have an understanding of the volume/frequency etc.? • What changes (no matter how small) could we make to improve service delivery? Once the conversation begins, it is then about determining the service improvement strategy to be pursued, being consistent and determined to continue the conversation, and the willingness to be held accountable for service improvement. The service improvement journey starts with the conversation. REF: PUBLIC SECTOR PERFORMANCE PROGRAMME 2022-2025 An International Benchmarking Study Sub-Study 2022 The European Institute of Public Administration (EIPA) in cooperation with the Ministry of the Interior and Kingdom Relations of the Netherlands
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