LAUNCH OF THE QUALITY
SERVICE CHARTER INITIATIVE Launch of Quality Service Charters
Conference Press Handout
The turn of the millennium is not just
a change in date which provides special opportunities for the letting loose of fireworks
and computer bugs. Christians, of course, believe that it is
the celebration of a reformation of mankind by the Word of God; everybody believes that it
is the beginning of a new information age and, with that, of a new globalisation in the
management of the affairs of mankind. All three of these marks of the birth of the
new millennium have a particular relevance to a gathering of public servants, such as ours
today. In the first place, it is a call for the
renewal of the spirit of service which has to be the animating force of all our actions.
It leads us to have a special concern for all those members of the public who suffer from
any disability whatsoever, and to adopt as the general aim of our programme the maximum
empowerment possible of all the members of the public we serve, without exception. Secondly, the beginning of a new information
age and the dawn of a learning society carries with it very special implications for
anyone involved in the governance of any segment of mankind. It has been generally
recognised that communication systems are central to governance; and the advent of new
systems with vastly increased potential clearly implies the need to radically renew
systems of governance. Our service has not only to be rendered to everyone without
exception; it has to be rendered in such a way that the opportunities for civic
participation which the new systems of information allow is maximised. Thirdly, the globalisation process implies
that the fortunes of our island are becoming increasingly dependent on global
developments, particularly on events in neighbouring Europe. This increasingly
international horizon is a third factor which is bound to condition the thinking and
operations of the Public Service. The opportunities and the challenges that we
will face as we stride into the new millennium will only be effectively addressed if all
our governing institutions are truly geared and equipped to meet them. I am pleased to be here with you today
to share with you my administration’s agenda for the Public Service – an agenda
that will ensure a strong Public Service that contributes to the total well being of our
nation and the quality of life of our citizens. This agenda reflects the three perspectives
which I identified as being the main features of the advent of the new millennium:
firstly, the Public Service’s interaction with society; secondly, the information
technology agenda; and thirdly, seven measures that I am grouping under the general
heading of capacity building in the Public Service required for our healthy growth in the
challenging atmosphere that the globalisation process is bringing with it. The first perspective is that of the
interaction of the Public Service with society. The Public Service must be placed within
the context of the different role which Government wishes to assume in our society notably
with the following groups: the private sector - in particular small and medium sized
enterprises - Local Councils as well as the individual citizens of our nation. Government
does not have to be, and indeed should not be, the prime economic generator and provider
of services. We must look towards a more balanced
approach in governance, economic development and service provision; players such as the
private sector and non-government organisations (NGOs) should assume a greater role, even
in some functions which to date may have been the sole purview of Government. To this effect, you as the leaders of the
Public Service, must take a challenging look within your respective organisations, and
question whether aspects of your business are areas which are better suited to be managed
by entities outside the Public Service. The private sector and NGOs are not in
competition with the Public Service. We can only truly achieve national well-being if
these players coalesce their respective strengths, resources and experiences. In this way
both private enterprise and non-profit organisations will be essential partners of the
Public Service as we strive for continued national growth and development. We must, therefore, continuously seek out
opportunities for establishing sustainable public/private partnerships in many areas:
whether we are designing new service delivery mechanisms, or undertaking major capital and
infrastructural initiatives. I have specifically mentioned small and
medium enterprises since it is my Government's intention to provide them with an
environment which renders them more competitive. In the past, they have often been
burdened with unnecessary or complex bureaucratic requirements that increase overheads and
impact negatively on competitivity: whether it is the need to approach a multitude of
public entities in order to obtain a trading licence, or to obtain a number of signatures
from different public entities in order to clear an import licence. It is therefore critical that information
and approval requirements made by the Public Service are streamlined and eliminated where
possible in order to provide the SME community, which by far constitutes the bulk of the
private sector, with the best possible environment for growth. The second of the three groups I wish to
discuss are Local Councils. My Government has placed at the heart of its governing
philosophy the principle of subsidiarity: that no decision should be taken at the top when
it can be taken at a much lower level. To this effect, my previous administration
overhauled the institutional governing and political framework by introducing a new means
of government and decision making: Local Councils. The concept of devolution of
decision-making and service provision from the centre to local government is a fundamental
mainstay of this administration. In this context, our goal is always to provide Local
Councils with the appropriate infrastructural framework to allow them to assume more
governing responsibilities. Within four months, we have arrived at
agreements with both the Water Services Corporation and Enemalta Corporation for the
migration of certain functional responsibilities to Local Councils. We have also initiated
a process leading to the devolution of enforcement responsibilities and the administration
of justice, which we hope to attain by the end of this year. The momentum we have now established must be
sustained and, as the leaders of the Public Service, you must actively seek out areas of
co-operation with local government, and identify those functional responsibilities and
programmes which should be devolved to Local Councils. The third group with which I am inviting you
to review your relationship is that of our citizens in general. As I had the opportunity
to state only recently, the Public Service is not a self-serving institution. Its raison
d'être is the provision of services to society as a whole and also to various target
groups and also to the individual citizen. It is here, in improving the Public
Service's capacity to deliver its services effectively, economically, and efficiently,
that we must focus our energies for continued Public Service improvement. The public's
expectations for timely, convenient and courteous service delivery is a right which should
be provided, uncompromisingly and unequivocally, by every Public Service entity. Three fundamental initiatives need to be
taken in this regard. In the first instance, citizens must be
informed of the service level that will be obtained from the Public service provider. This
service level must be benchmarked and set as a commitment between the service provider and
the individual concerned. To this effect, every service provider must put into place a
Service Quality Charter that details the quality of customer service that must be
provided. In this context, I am pleased to announce that today the Public Service is
launching a Service Charter initiative that will, eventually, be applied across all Public
Service departments that have direct interaction with the public. In the second instance, the service provided
must be at the convenience of the individual and not of the service provider. We cannot
continue to have instances where an individual is expected to trudge from one department
to another to obtain a single service. We have to overhaul our administrative structures
and organisations to allow clients to obtain a One Stop Shop service from any Public
Service entity. In the third instance, every client of a
Public Service entity should be heard when they express dissatisfaction with the quality
of the service they received. It is therefore a prerequisite for every Public Service
entity to establish access areas for the public and to put into place effective complaint
handling mechanisms. I now turn to the second of the great
millennial marks with which I began - namely Information Technology. Whilst the steps to
be undertaken to improve the service delivery capacity of the Public Service include
organisational re-design, migration of functions, changes in legislative provisions, and
the undertaking of business process re-engineering, it is clearly evident today that
Information Technology has become a key component of any comprehensive and sustainable
plan for service improvement. Over the past decade, administrations I had
the honour to lead made considerable investments in order to establish a state of the art
information technology infrastructure that would provide the Public Service with the
appropriate tools to improve its service delivery mechanisms. We must now ensure that the
systems and technological infrastructure that we have in place are put to their optimal
use. Consistent with the endorsement of an
Information Systems Strategic Plan by Cabinet in November 1998, it is my administration's
intention to ensure that the IT systems we have in place become a pivotal aspect of
service delivery improvement initiatives that need to be undertaken within the Public
Service. A key component of this strategy is the
optimisation of the Malta Government Network – MAGNET - in order to provide public
services electronically to the client at his or her home or office. The opportunities for
the electronic provision of services are endless – ranging from electronic commerce
and trading to the lodgement of an income tax return. Government On-Line is not science
fiction but a realisable goal that can and should be attained. A second key component of service delivery
is the Common DataBase. Here, too, we have in place the infrastructure that allows for the
attainment of a One Stop Shop service to the public in matters relating to services such
as event certificates and registration of names and addresses. Yet, despite its
availability, this technology is very much under-utilised. We also need to design mechanisms to ensure
that public services provided by information systems and technology will be accessed not
only by the technologically literate, but also by members of the public who are not
ordinarily accustomed to IT. I encourage you, as the leaders of the
Public Service, to creatively maximise this investment in information systems and
technology to render an improved delivery of services to the public. The third and last of the great millennium
perspectives with which I began can be summed up as consisting of the continued refinement
of the institutional capacity of the Public Service. There are a number of initiatives
which I believe should be undertaken in this respect. I will mention seven. - The Government is in
the process of establishing a Central Information Management Unit within the Office of the
Prime Minister in order to provide leadership and coherence for the information systems
and technology infrastructure within the Public Service. Critical components of this
function are: the setting of common standards for information sharing and for the
compatibility of the IT infrastructure and IT applications across the Public Service; the
propagation of best practices; and, the facilitation of inter-departmental partnerships to
ensure integrated service delivery where possible and appropriate. - In order to ensure the
optimisation of the information technology and applications in place, we also need to
introduce the requisite legal infrastructure. This will involve the introduction of an
Information Practices Act that will provide for data protection - which would support the
concept of information sharing across the Public Service while ensuring the necessary data
security safeguards. - We also need to
continue with the process of decentralisation of authority relating to discipline and
selection. To attain this we need to review the role of the Public Service Commission. The
focus for the PSC should be on safeguarding the integrity of the Public Service and acting
as the highest court of appeal rather than assuming human resource management
responsibilities. In parallel, we need to undertake a capacity building process of the
Corporate Services Departments – the fulcrum around which the decentralisation
process has to pivot. - A cultural change
within the Public Service continues to be needed. A prerequisite for achieving this is the
undertaking of sustainable management and development initiative directed towards imbuing
public officers with new management concepts and skills. It is for this reason that the
Institute for Public Administration and Management is being set up at the University.
Furthermore, it is an unfortunate fact of life that the Public Service has many people
with the wrong set of skills. A priority here is the need to embark upon a comprehensive
and sustainable re-training and re-skilling programme in order to render this large pool
of public officers more productive. - We need to strengthen
the strategic planning and policy evaluation capacity of the Public Service. It is of
critical importance that the appropriate capacity is in place within the Public Service to
ensure that business planning and policy evaluation becomes on-going and pro-active rather
then, as tends to happen today, an ad hoc activity undertaken when requested by the
political executive. A consequence of this is
that, too often, new public services and programmes are launched and introduced in
parallel with existing services which, today, no longer have continued relevance but
continue to be provided as they are never queried. We also need to overhaul
the financial management framework. I believe that there are three fundamental aspects
that we need to address here. In the first instance we need to move towards generational
or multi-year national budgeting and away from the one year budgets. Only thus can we
undertake the necessary decisions that will ensure that Malta's public finances will be
robust and sustainable. Secondly, we need to move away from a cash based to an
accrual-based financial management system in order to allow for more effective financial
management and planning. Thirdly, we need to decentralise central financial practices in
order to empower management to manage. - My final point in this
regard is that we also need to define the parameters of the Public Service as a governing
institution. To this end my administration will be introducing a Public Service Act that
will set the roles and responsibilities as well as the governing framework for the Public
Service. We need to differentiate
between those Public Service entities that have a regulatory and policy development
mandate and those that are service providers. With respect to the latter, we must question
whether the existing organisational framework is the appropriate model, or whether the
public would be better served if the service providers are organised differently, say, as
special operating agencies with operational autonomy. In conclusion, I feel it is important to
underline that upon coming into Office in September 1998 my Government set the signing of
the Public Service Collective Agreement as one of the pending matters that required
immediate resolution. We did this because we believe that the Public Service is an
institution that is critical to the nation's well being and, just as importantly, because
we have confidence in the public officer's ability to deliver. Whilst the new Collective Agreement provides
increased financial remuneration for public officers as well as in new benefits, which
include the possibility of reduced working hours, use of unutilised sick leave for special
purposes, and responsibility breaks, it also sets the framework for the introduction of
increased flexibility in the management of staff and organisations. It must be emphasised that this Collective
Agreement is premised on the expectation that the Public Service will respond to the
national need through increased performance and results. As leaders of the Public Service,
you have the duty to ensure that the Public Service responds to this challenge and to the
faith my administration has - on behalf of the people - demonstrated that it has in you. Management is not about popularity but about
taking the required decisions. Where necessary and appropriate tough decisions must be
taken. The concept of accountability is built on the principle that accountability starts
at the top. As the leaders of the Public Service you are accountable for the effective and
efficient performance of your organisations and the staff within them. The agenda I have just outlined sets out the
objectives that my administration aims to attain during this legislature. In order to
maintain focus and ensure sustainability throughout the change process, a Cabinet
Committee for the Public Service, under my direct chairmanship, has been constituted and
you will be reporting progress to it from time to time on the Public Service change agenda
my Government is setting today. It is important for me to underline that we
can only improve the Public Service's capacity to deliver services effectively,
efficiently and economically if you, its top executive, provide the leadership, commitment
and sense of ownership needed to carry out the changes that need to be undertaken. Above
all it is imperative that you work together and overcome traditional departmental
boundaries so that the Public Service truly provides quality service to the
public. I am confident that together we will enter
the third millennium able to provide our citizens with a Public Service that meets their
expectations, armed as necessary with all the tools which the new information technology
provides, and continually developing our capacity in such a way that we will, as we have
already done in some spheres, provide a model of adaptation to present and future global
trends. I wish to thank the Prime Minister for being
with us here today and for putting forward to us the new Government’s agenda for the
Public Service. The vision which the Government has set for
the Public Service places the public, our clients, at the forefront of the changes that we
need to continue to undertake. This emphasis
is directed towards the very essence of our being, namely, the delivery of services to our
different client groups in an effective and efficient manner and in a way which provides
good value for money. In preparing the Public Service for the Year
2000 I am pleased to announce that the Public Service will focus its efforts on the
Quality Service Charter Initiative which is being launched by the Government to-day. The Service Charters will be the motor of change
within the Public Service in 1999 and beyond. This
initiative is directed towards the introduction of Service Charters in all Government
Departments that interface directly with the public. It is of critical importance to state at the
very outset that the introduction of Service Charters is neither an end in itself nor
should it be seen in isolation. It is,
rather, the focused means by which we will lever the changes that are considered necessary
to improve standards and to consolidate the initiatives taken in the past. For this reason I shall divide my address
about the Public Service for the Year 2000 in two parts.
In the first part I shall deal with the Service Charters and the required cultural
change that is fundamental to their success. In
the second part, I shall highlight the projects that are lined up to sustain this
initiative. The Quality Service Charter Initiative
underlines a number of critical principles which will ultimately result in a better and
more respected Public Service. In the
first instance we need to establish a quality approach to management within the Public
Service. In this context it is critical that
we view the Public Service as a series of related units or processes, where the outputs of
one unit or departmental entity should match the requirements of the next entity in the
organisational chain which, in turn, provides a quality service to the public. The concept that we must ultimately produce a
quality service to the public has to be paramount. The Service Charters must be directed
towards imbuing the Public Service with a ‘customer orientation’ or what we may
call ‘a service culture’. As
emphasised by the Prime Minister, it is pivotal that we provide our clients with the
attention that they deserve – whether this implies a courteous greeting when a
service point is visited or full and accurate information written in plain language about
entitlements. In order to sharpen its customer orientation
the Public Service must focus its attention on the needs and expectations of its service
users. We need to ensure that we have
on-going feedback from and consultation with our respective clients. In preparation for the drawing of a Service
Charter we must ensure that we first listen to what our clients have to say and then
re-design our services, so as to meet the requirements of our clients. The cultural change that we must inculcate
within the Public Service because of the Service Charters is the provision of services
that meet the needs and convenience of the public. I
believe that this particular principle is of the utmost importance. At times, it seems that we invert the relationship
with our clients, and in doing so, we place our requirements on the public to facilitate
our needs and convenience. This is not
acceptable - our ‘raison d’être’ is to serve the public. And this we must do by placing the needs and
convenience of the public at the heart of every service delivery organisation within the
Public Service. The opportunities of attaining this are
numerous. And, as we shall be seeing in the
various presentations today, this is achievable provided we change our mindset, provided
we accept with an open mind that with progress and imagination there are new ways of doing
things better. It is critical that we
optimise and lever the information systems and technology infrastructure which we have
already in place. We must also undertake
organisational change that involves process re-engineering and the creative use of the
technology to provide a ‘one-stop-shop’ service, or even better, a home or
office delivery service to our clients. I wish to emphasise here that the attainment
of ‘one-stop-shop’ services to our clients is very much dependent on the
interdepartmental partnerships and co-operation that must be established between our
respective organisations. Under quality
management I already mentioned our organisational chain and I cannot emphasise enough
that, ultimately, we belong to one aggregate organisation – the Public Service –
and that we serve one large client group – the Public.
Hence, we must work together to ensure that the client we serve obtains the best
possible service we can collectively deliver. Moreover, the Service Charter is directed
towards establishing hard commitments and standards between the service provider and the
service user. Much too often we tend to make
vague commitments of delivering services ‘within a reasonable time’ or ‘as
soon as possible’. I believe that this
is not good enough for our Public Service as we move into the Year 2000. We need to be more specific in our commitments. In every service delivery organisation,
there is the need to establish contractually the waiting time and the criteria within
which a particular service is to be provided. Yet
in establishing such standards we must be sure that we make commitments on things which
matter most to our clients. Further to this,
we have to commit ourselves to inform our clients periodically to what extent we are
meeting the standards that we publicly tie ourselves to meet. It is, perhaps, important to underline that
standards, where introduced, have to be realistic, challenging, but achievable, not
well-intentioned yet unsustainable wishes. To
this effect it is imperative that once we establish these standards we relentlessly strive
to attain them since service deterioration within any Charter organisation will reflect
adversely on the Public Service as a whole. The
changes we undertake need not necessarily be expensive, elaborate or luxurious but,
rather, they must, be reliable and provide value for money. We further need to ensure that we provide
our clients with a right of redress. We must
assure our clients that what goes wrong will be put right quickly, simply and fairly, not
only through an explanation or an apology but also by a correction of the action
undertaken. This right of redress is
complementary to the baseline protection that is offered by the Office of the Ombudsman. It should be stated that it is our duty to correct
what goes wrong even before any petition is made to the Ombudsman and for this reason we
should have in place effective complaints mechanisms. It is also important to spell out that the
drive for the introduction of Quality Service Charters should relate to Government’s
agenda for the continued strengthening of Local Councils as a governing institution. Thus, we should look at the Local Councils as a
client group of the Public Service. We
should, therefore, also introduce Quality Service Charters between Public Service
organisations and Local Councils in instances where services are provided directly to
them. Moreover, as we introduce Quality Service
Charters across the Public Service organisations we should aggressively explore avenues of
how such services could be provided either directly to the public or through the Local
Councils. This will have the added benefit of
bringing the service delivery closer to the client. In the drive which we are about to embark
upon to introduce Quality Service Charters it is important to state that a Charter Support
Unit is to be set up within the Office of the Prime Minister. The Unit will provide the appropriate facilitation
and support in the efforts you will be undertaking to introduce meaningful Charters. In time an adjudication panel will have assessors
to carry out service standards validation and recommend the award of Charter Marks where
the level of excellence in service delivery is reached and maintained. Furthermore, at your request, the Management
Efficiency Unit at OPM will be available to assist your Departments, to undergo the
changes in structure and systems that are required in preparation and support of the
Service Charters you will introduce. As I have just stated, the introduction of
Quality Service Charters across the Public Service will bring out meaningful change for
the better. Yet I am aware that success in
this initiative can only be attained if we continue to strengthen the institutional and
organisational capacity of the Public Service. And
this brings me to the second part of my address about the Public Service for the Year
2000. To this effect I am pleased to bring to your
attention a number of initiatives which are to be undertaken in order that you and I
together, as leaders of the Public Service, may be provided with the tools that will
assist us to attain the goals that Government has set for the Public Service. Steps have already been taken, and the
process is very well underway, for the strengthening of our top management structure by
filling all the outstanding vacancies of Directors and Assistant Directors across the
Public Service. I am convinced that once
these appointments are made we would have taken a large step forward in building the
management capacity of the Public Service. This on its own, however, would only be a
partial way forward. It is imperative that we
continue to equip the top management of our Service with the requisite skills and
knowledge that allow us to keep abreast with current management concepts. To this effect, the Staff Development Organisation
is working on the design of a number of management development programme modules directed
towards themes such as human resource management, financial management, strategic
planning, policy development and analysis, and information resource management. In tandem with this we are currently in the
throes of officially launching, together with the University, the Institute of Public
Administration and Management. It is,
perhaps, important to stress here that the Institute is not only directed towards
promoting the study and research of public administration and policy, but also towards
establishing an institution that will provide a cadre of future leaders who embrace a
strong value system and have the skills required to support the changing role of
Government. It is also our intention to sustain the MBA
programmes we had introduced some years ago. This
will ensure that our middle management, and the future leadership of the Public Service,
is professionally groomed and prepared for current and future responsibilities. Furthermore, we shall also continue with overseas
attachments in Brussels of some of out best officers in order that we engender a
comprehensive knowledge of the networking within the European Commission and its
constituent parts. A critical step forward for managers in the
Public Service, is the imminent decentralisation of responsibilities relating to
disciplinary matters. These measures will
provide you with the authority to decide quickly and fairly on most cases of a
disciplinary nature. There will no longer be
the need to refer disciplinary cases to the Management and Personnel Office, and on the
more serious cases you will be able to deal directly with the PSC. Schedules setting out offences, penalties and
appeal procedures will also be provided in order to ensure fairness, consistency and
transparency in the decisions taken. Thus,
with your assumption of direct responsibility for disciplinary matters we are
significantly strengthening the concept of accountability. I recognise that we still have a long way to
go whereby senior executives of the Public Service, are endowed with the necessary
authority to manage their organisations effectively.
It is my intention to initiate, through the Cabinet Committee on the Public
Service, a process which will continue to devolve to Departmental Heads further management
responsibilities and authority currently held by the MPO and Finance -
matters which do not require legislative changes or are not within the purview of
the Public Service Commission. I could mention two such examples of where
further direct management responsibility could be introduced. The first relates to the appointment of temporary
staff in replacement of public officers on parental leave or extended study leave. The second relates to how we can replicate across
the Public Service the success attained as a consequence of financial devolution given to
local schools by the Ministry of Education, following the agreement reached with the
Ministry of Finance. Preparations are in hand to undertake a
capacity building initiative with regard to the Directorates of Corporate Services. These Directorates were originally conceived to
act as the fulcrum of the core resource oriented activities within Ministries –
primarily, human resource management, financial management, information management and
customer services. In this respect, the
Director was perceived as the ‘Chief of Staff’ to the Permanent Secretaries. For reasons which vary from an incorrect
interpretation of the role itself to the lack of adequate staffing, many of these
Directorates are not sufficiently strong to provide the leadership and support which the
devolution of responsibilities to Ministries necessitate.
This must be rectified. If we are to
be successful in ensuring that departments are well supported to provide effective
services to the public, we have no option but to arrest and reverse this current trend. To this effect, it is our intention to support the
Directorates with the necessary resource requirements.
Furthermore, in 1999, we will undertake a sustained effort oriented towards
developing existing Directors with a thorough hands-on working knowledge of human resource
management, financial management, strategic planning and information resource management. It is important to mention that internal
discussions have also been held on the possibility of appointing public officers to
positions within these Directorates, not dissimilar to the appointments of Deputy
Registrars, VAT Inspectors and Internal Auditors. I
am confident that this concept of position appointments will continue to grow across the
Public Service of the future. This
arrangement will allow us to appoint to specific positions individuals who have the right
requirements for the task in hand. Hence, the
Public Service will have, for example, human resource professionals occupying positions of
Manager, Human Resources. We have in the past invested considerable
time and energy in developing and introducing a performance management programme for
public officers. The Performance Management
Programme is designed to help us identify the best and the brightest and thereby allow us
to fast track them so that we recognise excellence where it exists. Yet, we need to use this tool more diligently and
more carefully than we have done so far if we are truly to attain this goal. We also need to ensure that the Performance
Management Programme is rigorously tied to the selection process so that it does not
render itself as a mere paper transaction. In October 1998 I also forwarded to the
Government an Information Systems Strategic Plan, the ISSP for the Public Service, for the
period 1999 to 2001. As the Prime Minister
has expressed in his speech, the Government endorsed this Plan. The essence of the recommendations of the ISSP
will be presented to you this afternoon. I
wish, however, to underline two fundamental issues which emerge from the ISSP. The first is that despite the infusion of
technology across the Public Service, information is still not used as a strategic
resource. If we are to undertake meaningful
policy development it is of the essence that the data which we can now swiftly access is
translated as a strategic input in the policy and programme evaluations that we carry out. The second issue that the ISSP brings out,
in no uncertain way, is that while we have successfully put together an information
applications and technology infrastructure, the requisite organisational capacity to reap
the return on that investment, is not yet in place. To
this effect the Plan recommends that the Public Service should have the appropriate
internal organisational capacity to optimise effectively the use of this investment. Consequently a Central Information Management Unit
is to be set up within the Office of the Prime Minister to assume ownership for the vision
of how the information technology could be tapped by the Public Service to improve the
delivery of its services. Just as importantly, however, is the
recommendation to embark on a process of controlled decentralisation of information
resource management (IRM) responsibilities. In
essence, this means that the Heads of Department will be authorised to take related IRM
decisions in so far that these comply with the standards established at the centre. It is important to emphasise that the maintenance
of standards is critical in ensuring that we maintain the fundamental premises of
information sharing and consistency of architecture to ascertain interoperability. To attain this policy of controlled
decentralisation it is our intention to establish ministry Information Management Units
that will be resourced with full time competent staff. There are also plans to introduce within
this year, not only the Public Service Act but also an Information Practices Act in order
to establish a legislative infrastructure for the good governance of information. One trusts that it will be possible to lodge
within the Information Practices Act the necessary provisions to enable electronic
signing. This, I believe, will provide the
Public Service with progressive opportunities on matters relating to financial
transactions, such as the enablement of electronic trading and commerce. In preparing the Public Service for the Year
2000 it is imperative that we continue to devote the necessary attention to ensure that
our technology and equipment does not fall prey to the millennium bug. The immunisation programme must be well concluded
in 1999 so that we can guarantee uninterrupted service provision to our clients once we
step into the new millennium. We have to ensure that we provide value for
money for all services and public goods for which the Public Service is responsible. We must ruthlessly clamp down on unnecessary
costs, and question the value-added that the programmes which we deliver, provide to our
clients. It is, therefore, our intention to
strengthen the internal audit framework established by Finance and thereby provide you
with the necessary infrastructure to undertake on-going value for money audits. I believe that the Public Service can learn
from the experiences of the Private Sector and opportunities to establish partnerships
with the Private Sector will be explored. I
also believe, however, that the Public Service operates within an environment that is
distinct from that of the Private Sector. Thus, the yardsticks applied to Private Sector
organisations do not always apply to us. The Public Service is an institution that is
lodged within the governance of Malta. It is
governed by the principles of neutrality, probity, public accountability and transparency
which establish a unique value system. The
rules of the games within which we operate are often set for us by institutions such as
the Public Service Commission, the Public Accounts Committee and the National Audit
Office. In our efforts to establish a Public
Service for the Year 2000 it is, I believe, of fundamental importance that these
institutions provide the Public Service with the necessary backing, support and
constructive input that will enable us to take some calculated risks as responsible
managers to attain the goals which we have, today, set for ourselves. The process of change that we must continue
to undertake will only be successful if we, the senior executives of the Public Service,
provide the necessary leadership and assume effective ownership for it. Whilst political direction will be provided
by the Cabinet Committee on the Public Service, I am pleased to state that the change
process will be driven by a Public Service Co-ordinating Committee, which I will chair. The other members on the Committee are the
Permanent Secretary (Finance), the Permanent Secretary (Social Policy) and the Secretary
to Cabinet and it will draw in other Permanent Secretaries and other senior officers from
amongst you, as appropriate, for specific projects. This process of change that we have embarked
upon is on-going. The world around us,
locally and globally, is ever-changing and we cannot afford to stand still. All of us must be prepared to be open minded
towards this change process and we must be prepared to challenge the systems and
procedures which we have in place today. As
the video on ‘The Business of Paradigms’ will show us very shortly the need for
on-going change is universal. In conclusion it is worth repeating three
fundamental points. Firstly, we need to have
a shared vision of quality management within the Public Service to make harmonious and
productive our interdependence. Secondly,
the Service Charters that we shall introduce are not an end in themselves, but rather the
vehicle which we will bring about the delivery of quality services to set standards -
standards that meet the public’s expectations, reliably and at a reasonable cost. Thirdly, we need to continue to strengthen the
institutional fabric and organisational capacity of the Public Service. It is only if Departments are adequately supported
that the Public Service will effectively and efficiently deliver its services to high
standards. I am convinced that if we pull together with
competence and commitment we can have a vibrant Public Service which will do us proud. I am also convinced that, in the Year 2000 and
beyond, we can together deliver the improved services that our society deserves. Thank you very much. 1. Overall Aim The Government is
committed to make the public services fit for the 21st Century. People have a right to
good quality, convenient and responsive services, to services that are co-ordinated, use
modern methods and new technology; to services that focus on the customer and give help to
those most in need of it, fairly and effectively. Government intends to
introduce a Quality Service Charter programme, which would be owned by departments. The Quality Service Charter will be designed to
recognise the dedication of front-line staff, and respond to the wishes of the customers
at all levels. The aim of Government is
to help the public service to provide a
better served society for all our people. When
the public services respond to the needs and wishes of people who use them on a daily
basis, public officers will have the chance to show their dedication, enthusiasm and
initiative. Selected Government
departments should set out clear standards of service, and report on their performance. They should consult and involve their users in
carrying out these tasks, and should provide effective remedies when things go wrong. The
launch of the Quality Service Charter Initiative must be driven by the needs of customers. The aims of the Charter
should be shared by all staff, particularly those in the front line - a
Charter programme based on true partnership. This
partnership will exist both between users and providers, and between different parts of
government. In short, a programme that works. The aim of the Charter
programme will be to improve service delivery across the public service. It builds on what has already been achieved
through the follow-up action taken after the Public Service Reform. The Charter programme will give a new emphasis to
promoting responsiveness, quality and effectiveness . We intend to develop new principles of public service
delivery. We shall highlight the importance
of accessibility, co-operation and innovation. We
wish to improve access to information on the performance of key public services by making
such information available on the Malta Government Network (MAGNET) in a clear and
user-friendly way. To do this, we shall
encourage greater participation and involvement of front-line staff in improving services
through better consultation schemes. The Office of the Prime
Minister, as promoter of the Quality Service Charter Initiative has to publish guidelines
on drawing up charters. These will aim to
improve their quality and consistency. The
charters should reflect the needs and expectations of users. The time has arrived to
create best practice guides, using the technology already in place, to help services
improve performance in key areas, such as handling complaints and consulting users. We shall develop best practice quality networks so
as to encourage services to work together to improve performance. To be really effective,
we aim to develop the Charter Mark programme to encourage and reward excellent customer
services. This can be achieved by: ·
introducing criteria to develop
the scheme and reflect our priorities; ·
improving the way we organise
the scheme to prepare for continuing expansion. This represents a major
refocusing of the reform programme launched in the early 1990s. In the coming years, in consultation with users
and staff, we will continue to evaluate its effectiveness.
Our interest is not in new initiatives for their own sake, nor in more reports, but
in helping public services contribute to a better served society for all Maltese. We believe the new programme will do this. 2.
Principles to be Applied Establishing a Service Culture The client will always be
greeted politely and the service provider will identify him / her self by wearing an
identification tag. A client will always be
addressed and replied to when queries are made. Complaints
will always be accepted formally and a reply will be given together with an explanation,
and where appropriate, the necessary corrective action will be provided swiftly. Providing an Efficient Service at the Convenience of
the Client The service delivery
mechanism is streamlined, a queue system is introduced and queues, insofar as it is
possible, reduced to acceptable time frame. The
onus for the attainment of essential requirements from other government departments is
assumed on the service provider so that, insofar as it is possible, the client is provided
with a One Stop Shop service. Technology
should be maximised and the requisite investment made so that the service is provided,
where possible, electronically to the users home or office. Providing Easy Access to Services The client should be
provided, in plain language, with the essential information prior to going to the Public
Service entity so that he / she obtains the requisite requirements (ID card, Social
Security card, etc). To this effect the
Government Advice Lines and the setting up of Information Web Pages on MAGNET are to be
maximised. Information of essential
requirements should be visibly announced at the service sites so that clients do not wait
unnecessarily and information leaflets, in plain language, of the services provided should
be available. Sign posts leading to the
service site should be in place so that the client reaches it with the minimum
inconvenience. Commitment to Service Delivery The client is informed
from the start of the waiting period he / she will undergo to obtain a service from the
service provider. The commitment should
specifically set out the waiting time. The
client should periodically be informed of how well the service user is performing in
meeting the commitments made. Providing a Welcoming Environment The client should be
welcomed in an environment that is clean and furnished to provide comfort. Counters and workstations which clients use should
be designed in a manner that provide openness and approachability to, whilst maintaining
the privacy of, the user. Undertaking Consultation with the Client The client should be
approached on a regular basis to obtain his / her views of the quality of the service
provided and to ensure that the service provided meets his / her requirements. Regular surveys should be carried out. This feedback from the client should be
incorporated by the service provider in its continuous search for excellence. Value for Money The service delivery
mechanisms should be rationalised so that the cost of the service provided is kept to the
absolute minimum possible and provides a valid return to the tax-payer. 3. The Operating Framework Eligibility The initiative will be
open to all departments directly providing a service to the general public or to a
specific group of customers. This may include
divisions, departments, units or local offices (e.g. health centres, schools and social
security area offices). It will normally not
include sections of departments unless these are of a significant size and provide an
integral service (e.g. DOI Publications Section). Process The process which will be
adopted will be as follows: ·
The Department first reviews
the service and processes in line with customer expectations. ·
The Department then draws up a
charter with performance targets reflecting the improved service. ·
The Department publishes and
implements the charter. ·
The Ministry will audit the
performance of departments through internal auditors on a quarterly basis. ·
Once the charter has been
running successfully for one year, the department may apply for the award of the charter
mark. ·
The application will be
evaluated. If it is considered that it is
acceptable and the performance targets set are met, a charter mark will be awarded. ·
The Charter Unit within OPM
will carry out sample audits to assess whether the department is still deserving of its
charter mark.
Structure The structures for the
implementation of this process will be established on the lines below: Ministries ·
Permanent Secretaries will each
year identify two units in their Ministry for the development of quality service charters. This requirement could be entrenched in their
performance contracts. ·
Before drafting a charter,
departments must examine their service and processes and redesign these to meet the
expectations of their customers. ·
Directors will be responsible
for carrying out these service improvements and publishing the charters. ·
Every quarter, Permanent
Secretaries will use their internal auditors to audit the performance of departments
against the standards set in the charters. ·
Ministries will publish six
monthly reports on their success in achieving the standards set out in their charters. The Charter Unit, OPM The Charter Unit, OPM
will manage the initiative. It will: ·
Issue guidelines and templates
on drawing up and maintaining quality service charters; ·
Require (and assist) ministries
to identify areas suitable for developing charters; ·
Define the standards of good
customer service that will determine whether a department qualifies for the charter mark; ·
Receive applications for the
charter mark, have the service quality assessed and authorise / revoke use of the charter
mark; ·
Carry out sample audits to
validate service against standards set out in charters.
The Management Efficiency Unit The MEU, if requested,
will provide departments with assistance in carrying out the improvements necessary to
introduce and maintain a quality service charter. 4. The Bench-mark for a Charter Mark: A Correct Perception A Quality
Service Charter does not automatically lead to a Charter Mark Award. The fundamental bench-marks for attaining a
Charter Mark are that: ·
A Charter will only be attained
following the articulation of benchmarks and the necessary business re-engineering and
improvements that ensure that these they can truly be met; ·
A Charter Mark will only be
given following constant verification of the service level provided over a period of time
and in instances of excellence.
Launch of Quality
Service Charters Conference Press Handout Government’s
Agenda for Public Service Change At a Conference organised for senior
executives of the Public Service, the Prime Minister established ‘improvements in
service delivery to the public’ as Government’s primary focus for change in the
Public Service during this Administration. The following measures were discussed: 01
Service delivery improvements in government departments including: ·
drawing up Charters in all
departments. These will commit departments to delivering services to stated standards; ·
providing one stop shop
services; ·
introducing complaint handling
mechanisms; and ·
minimising costs for businesses
that are a direct product of outmoded bureaucracy. 02 An
electronic ‘Government On Line’ framework to provide public services directly to
homes and offices. These services will range from electronic trading and commerce to the
filling and lodging income tax returns. Electronic terminals will be installed in Local
Councils to ensure that ‘Government On Line’ is accessible to everyone. The
possibility of accessing services via data transmission through TVs will also be assessed. 03 Getting
the most out of existing investment in information technology to provide better public
services. This includes making the best use of the Malta Government Network (MAGNET) and
the Common DataBase (CdB). This will be supported by legislation regulating Data
Protection, Electronic Signature and Computer Misuse. 04
A Central Information Management Unit will set standards for shared information,
establish interdepartmental partnerships for information systems and technology and set
best practices across the Public Service. 05
Emphasis was also placed on the need to continue to improve the institutional
framework of the Public Service in order to support the drive for improved service
delivery. Of primary consideration is: · the need to embark on Public / Private Partnerships ·
the continued democratisation
process leading to further devolution of central functions to local government ·
the decentralisation of
authority in order to empower public officers to effectively manage their organisations ·
the need to reform the Public
Service Commission to enable it to assume the role of an appellate body ·
the introduction of a Public
Service Act that defines the values, roles, responsibilities and governing structures of
the Public Service as an institution. 06 The Prime Minister announced that a Cabinet Committee for the Public Service will be constituted in the near future to provide direction to the change programme that is to be embarked upon within the Public Service. 07 Ownership
of the change programme will rest with a Public Service Change Co-ordinating Committee
chaired by the Permanent Secretary, Office of the Prime Minister. Its members will be the
Permanent Secretary, Finance; the Permanent Secretary, Social Policy and the Secretary to
Cabinet. The Committee will draw in other Permanent Secretaries and members of the senior
executive as appropriate to provide leadership to ad hoc activities. Quality
Service Charter Initiative
Consistent with Government’s agenda for
change, the Permanent Secretary, Office of the Prime Minister launched an initiative for
the introduction of Quality Service Charters in the Public Service. The initiative is
represented by the following corporate identity: Charters spell out the rights of citizens as
customers of a public service and specify the quality of service that can be expected. A
department with a charter will commit itself to stated performance targets; typically on
waiting times, quality of product, courtesy and information provided. Charters also
explain how to lodge complaints. The initiative aims to establish a Quality
Management culture within the Public Service for the delivery of services; services that
will meet the public’s expectations reliably and at a reasonable cost. Charters will be introduced in Public Service organisations such as Divisions, Departments, Local Offices and Sections which provide a direct and integral service to the general public or to a specific group of customers. These organisations will undertake changes to their business processes in order to be geared towards maintaining a charter. Quality Service Charters will be governed by
the following principles: Establishing a Customer Orientation and
Service Culture The client is always greeted politely and the service provider will always identify him / her self. A client will always be addressed and responded to when queries are made. There will be a right to redress. Complaints will always be accepted formally and a reply, together with an explanation and, where appropriate, the requisite corrective action, will be provided swiftly. Departments should survey customers
on an on-going basis to obtain their views on the quality of the service provided and to
ensure that the service provided meets their needs. Service providers would then update
their systems accordingly. Providing an Efficient Service at the
Convenience of the Client The service delivery mechanism will be
streamlined and queues, as far as possible, will be reduced. The onus for obtaining inputs
(such as civil status certificates) from other Public Service entities will rest with the
service provider so that, as far as possible, the client is provided with a One Stop Shop
service. Technology should be maximised and the requisite investment made so that the
service is provided, where possible, electronically to the user’s home or office or
local council. Providing Easy Access to Services At each Public Service delivery point,
the client is to be provided with information, written in plain language, which describes
the service which may be obtained at that location and what prerequisite information the
service user is expected to provide. To this end the Government Advice Lines and the
setting up of Information Web Pages on MAGNET are to be maximised. Information concerning
essential requirements should be visibly announced at the service sites so that clients do
not wait unnecessarily, and, information leaflets, written in plain language, outlining
services provided should be available. Signage leading to the service site should be in
place so that the client reaches it with maximum convenience. Commitment to Service Delivery Customers will be informed beforehand
of the waiting period they can expect before obtaining a service from the service
provider. Customers should be informed periodically of how well the service provider is
performing in meeting the commitments made. Providing a Welcoming Environment The client should be welcomed in an environment
that is clean and furnished to provide comfort. Counters and workstations should be
designed in such a manner as to provide openness and approachability, whilst maintaining
the privacy of the user. Value for Money The service delivery mechanisms should be
rationalised so that the cost of the service provided is kept to the absolute minimum
possible. Departments that introduce a charter
will each year publish results on their performance against service delivery standards.
This will strengthen public accountability. Public Service organisations, following a
period of twelve months from the introduction of the Charter, may apply for the award of a
Charter Mark. The Charter Mark will only be awarded following excellent performance
against the standards and commitments established in the Quality Service Charter. The
validation of the results will be carried out by a specific Unit to be established within
the Office of the Prime Minister. It is to be noted that the award of a Charter Mark to an
organisation is not perpetual. Retention of the Mark is dependent on the continued
attainment of excellent performance in service delivery against the standards set. In defining the programme of works for 1999,
the Permanent Secretary, Office of the Prime Minister publicly committed the Public
Service to the introduction of Quality Service Charters in 30 Public Service organisations
across eleven Ministries. |
