what do excellent public services look like? the …...•excellence in public service delivery is...
TRANSCRIPT
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What do excellent public services look like?
The SERVICE Framework
Professor Stephen P Osborne, Centre for Service Excellence,
University of Edinburgh Business School, Scotland
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The starting point…
• The New Public Management (NPM) was flawed in theory and has failed in practice
University of Edinburgh Business School
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NPM: flawed and failed
• Drew upon management theory from manufacturing
• Competition limited by transaction costs
• Private sector experience drawn upon was outdated – e.g. contracting
• Intra- NOT inter-organisational focus
– Competing organisations not service systems
University of Edinburgh Business School
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The kernel of truth at the heart of the NPM…
• Public services can be provided by public service organisations (PSOs) not just the public sector
• PSOs need to be sustainable/resilient in their own right
• Contracting has sharpened up focus (at the expense of flexibility)
• NPM addressed prior poor design of PSOs and public services for short-term gain
• But service excellence…?
University of Edinburgh Business School
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There is an alternative…
• Public service-dominant logic (PSDL)– Beyond a manufacturing paradigm to a service
paradigm• Beyond the ‘missing product’ to a process focus
– Beyond individual PSOs and networks to public service systems• PSOs, services users, significant others, local
communities, hard/soft technology
– Beyond efficiency and effectiveness to value co-creation
University of Edinburgh Business School
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Some caveats…
• Public services do include concrete products• But there to support service process not in their own
right
• Public services are a continuum
• All service delivery is being challenged by digital technology
• The public and the private: ‘unalike in all important aspects’ (e.g. the perils of success)
University of Edinburgh Business School
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WHAT MAKES FOR EXCELLENT PUBLIC SERVICES?
THE SERVICE MODEL
University of Edinburgh Business School
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I – Excellent public service delivery is about the governance of service
systems
University of Edinburgh Business School
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• Public services are systems not just organisations or networks and need to be governed as such – PSOs, service users, significant others, communities,
politicians, suppliers, hard & soft technology…
– ‘Service-blueprinting’• Visual representation of the system and how it changes over
time
• Process focus with user at the centre not the end of the process
• Front- and back-stage
• Identify touch-points and fail-points
University of Edinburgh Business School
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II – Excellent public service delivery requires engaged sustainable PSOs
University of Edinburgh Business School
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• PSOs need to engage in becoming sustainable in their own right
– This is a necessary but not a sufficient condition for sustainable public service delivery systems
• External not internal focus
• Collaboration necessary for excellent service systems
• Open innovation necessary for risk-sharing and excellence
University of Edinburgh Business School
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III – Excellent public service delivery requires excellent relationships
University of Edinburgh Business School
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• Focus on co-creation with users and collaboration with partners
• Excellence in public service delivery is dependent on long-term relationships not short term transactional gain– Relationships are one of the two most valuable resources of a
service organisation– Public service marketing has failed through short term
transactional approach that values individual PSO and events not the service system over time
– How do you make them endure – and end them when necessary
• Need to learn lessons of relationship marketing and relational capital– Making a reality of the public service rhetoric of trust
University of Edinburgh Business School
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IV – Excellent public service delivery focuses on the co-creation of value
University of Edinburgh Business School
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• NPM created internally efficient but permanently failing PSOs by focusing on internal customer value and efficiency alone (e.g. Lean)
• Core of excellence in public service delivery is the co-creation of (external) value with…– Without external value creation there is no point in
internal efficiency– Co-creation is not given – co-destruction is possible
also– Negotiate what this value is – outcomes, capacity
building, dignity, satisfaction, economic…
University of Edinburgh Business School
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V – Excellent public service delivery requires open innovation
University of Edinburgh Business School
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• Product-dominant logic argues for innovation as route to competitive economic advantage in market place (inward facing)– Wasteful
• Excellent PSOs require open innovation to drive forward service effectiveness– To share costs and risks (and engage in their governance)
– To share knowledge
– To maximise creativity
– To create excellent public services
University of Edinburgh Business School
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VI – Excellent public services have co-production at their heart
University of Edinburgh Business School
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• Co-production is at the heart of excellence– Not an add-on to public services but the real deal– Co-production is inalienable and core to public service
delivery• A (public) service cannot exist without co-production• Variable across different public services• Active engagement with co-production improves public service
quality and performance (oncology)
– Engage with co-production as it occurs and use it to drive service performance, improvement and innovation (co-production, co-construction, co-design, co-innovation)• Using co-production to co-create value in public service delivery
(and to avoid co-destruction)
University of Edinburgh Business School
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VII- Excellent public services translate knowledge and experience into
excellence
University of Edinburgh Business School
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• The key resource for PSOs is knowledge • Public services exist at the moment of truth when knowledge is
transformed into service experience: expectations meet experience• Value is co-created by the transformation of knowledge by combining
• Professional knowledge • User (‘sticky’/tacit) knowledge• Contextual knowledge of key stakeholders
• Not just a technical design task but one of negotiation and governance– Risk governance in public services innovation
• Role of ICT/digital technology– The knowledge is out there – no longer ‘owned’ by professionals– Professional task is knowledge transformation– Put the user and the citizen at the centre of this translation – digital
technology and social media are putting them there already!
University of Edinburgh Business School
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In summary: the SERVICE framework for excellence public services
University of Edinburgh Business School
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• S – focus on public service systems
• E – engage in genuine sustainability
• R – work at relationships as a key resources
• V – focus on co-creating external value
• I – open innovation is essential for excellence
• C – co-production is at the core of excellence
• E – transform knowledge into excellent service experience University of Edinburgh Business School
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‘Its public service
delivery Jim, but not as
we know it’