Most of us do not realise the extent to which the public service impacts upon our lives. We take the delivery of public services in their present format and standard very much for granted. For instance, the public service provides our public bus and train service, postal service, health care through hospitals and clinics, social welfare benefits, personal taxation, motor tax, the provision of telephone and electricity services, the range of services provided by local authorities, primary, secondary and third level education and radio and television service. The list is apparently endless. The public service impacts on us all every day of our lives. There are more than 200,000 people employed in the public service, both appointed and elected, including civil servants, doctors, nurses, Army personnel, gardaí, local authority workers, teachers, politicians and all those employed in the commercial and non-commercial State sectors. We are talking, therefore, of almost one in five of the labour force employed in the public service paid by the Exchequer on behalf of the tax paying public.
One of the commitments in A Government of Renewal concerns the introduction of reform in the delivery of the large range of public services I listed, with the aim of achieving and demonstrating value for money, high standards of service, efficiency, courtesy and accountability. A central objective will be to assert the authority of the customers of public services.
As the House will be aware, the whole area of quality of public services, including standards of service and redress, is a major component of my area as Minister of State with responsibility for the Strategic Management Initiative, an integral part of which is quality of service to users of public services. A primary function of my brief is to develop and implement a package of measures designed to make public organisations more accountable, more efficient and effective and, crucially, more responsive to the needs of the public.
I consider it critical that structures are put in place to implement change to ensure that these systems and structures are reviewed on an ongoing basis and, most importantly, that customers of public services are provided with clear and easy-to-use means of redress. This is especially important in my appointment to the Department of Transport, Energy and Communications whose wide variety of commercial State companies will constitute a key part in the improvement in the delivery of service to the public, to which I will refer later.
I was particularly impressed with some of the findings and recommendations of the recent National Economic and Social Forum report on quality delivery of social services published last February. While primarily relating to the provision of social services, the report is of direct concern to everybody as most of its findings and recommendations can be applied to the provision of all public services. The forum reports that the traditional emphasis on systems and procedures in the public service must be complemented by attention to "people, purpose, performance and value for money". This indicates that we now require a number of strategic initiatives central to which will be the requirement for profound attitudinal and cultural changes in the way we deliver services to the public.
Proper training and staff development will be imperative, particularly for frontline staff, as will effective leadership, support and commitment from management. The delivery of the service will have to become much more customer-focused and it must be recognised and accepted by all that quality is a constantly changing target. What was considered a quality service ten years ago is no longer sufficient or of high enough standard. Staff consultation, involvement and support are also of fundamental importance.
Integrated action on four fronts will, therefore, be necessary for the delivery of a quality service. The first is quality of communications. This would embrace such areas as formal consultation processes being established through, for instance, customer service advisory groups comprised of customers, representatives of customer organisations as well as representatives of staff and management with customer perceptions and expectations being regularly surveyed and customers being kept informed of rights and procedures plus mechanisms for complaint and appeal.
The second is quality of specification, performance indicators and value for money. A quality service must cover issues such as definition of objectives, priorities and policies, accessibility and availability of service, speed of response, staffing levels and qualifications of staff. Performance indicators for the delivery of services will need to be developed in consultation with staff representatives and customer service advisory groups. They will also be initiated so as to provide an examination of existing activities in delivering services. Value for money concepts in relation to service delivery will comprise economy, efficiency, effectiveness and equity.
The third is quality of delivery. A quality service will monitor the delivery method and take action when standards are not met. Correcting faults and failures are only the first steps in the process. It will be vital also to identify the causes of difficulties and take measures to prevent recurrence.
The fourth is quality of staff and systems. A quality service can only be delivered by suitably trained and motivated staff supported by good management systems. The forum recommends that action be taken in the areas of recruitment, motivation, internal communication, training, health and safety, industrial relations and organisational development. In addition, staff will need to be equipped to deal with two levels of interaction — one a service provider and the other a guardian against fraud.
I fully support the NESF report and I am committed to implementing its recommendations as part of the Strategic Management Initiative.
Another recent timely input into this important area came from the second report to Government of the Co-ordinating Group of Department Secretaries established under the Strategic Management Initiative. This important initiative was set in train by the previous Taoiseach, Deputy Albert Reynolds, and is being continued by the Government. The primary objective of the SMI is to put in place in each Department and public service agency a management process that is focused on ensuring continuous improvements in the performance of the civil and wider public service in relation to the contribution they can make to national development, the provision of services to the public and the efficient and effective use of resources.
The co-ordinating group's mandate was to review existing systems for making decisions, allocating responsibility and ensuring accountability in the Civil Service and to bring forward Government proposals for an integrated programme to modernise the systems and practices in operation and for the consequent modernisation of existing personnel and financial management in the Civil Service.
The co-ordinating group dealt in detail with the issue of the delivery of quality services. Its report identified that the essential task of the Civil Service is to ensure the delivery of high quality services to all those who are the customers and clients of the Civil Service across the whole range of its activities from the provision of policy advice to the delivery of particular services to the public.
The report considers that the approach to service delivery, whether in dealings with the Office of the Revenue Commissioners, Telecom Éireann or local authorities to give just a few examples, needs to be clearly focused on achieving specified results to agreed standards and targets and being more open and transparent in its approach. The importance of doing so in the most cost effective manner also needs to be reaffirmed.
As Minister responsible for the SMI, I am taking a keen personal interest in implementing the recommendations of the Co-ordinating Group of Department Secretaries. Deputies will recall the successful debate held in January by the Select Committee on Finance and General Affairs and the total support across the House for the Strategic Management Initiative. I very much welcome the contributions of Deputies from all sides. I recommend the report of the Select Committee on Finance and General Affairs to those who were not in a position to join us on that occasion as excellent reading in this most important area.
Progress in the area of quality service delivery in the public sector can best be achieved through the approach which has underpinned the Strategic Management Initiative from the beginning. This has focused on the way the Civil Service is managed and not just on plans and implies a strong emphasis on how work is done and value delivered. This approach will form the basis for the deepening of the Strategic Management Initiative within the Civil Service.
A particular focus on customer satisfaction, output quality, the time taken and cost involved in delivering the services in question will provide the basis for measurable assessment of performance. This is the approach I would like to see taken.
The co-ordinating group identified and sought support in the first instance for the adoption and implementation by the Civil Service of new approaches to quality service delivery. This new approach will be based on the following principles: a specification of the quality of service to be provided by Departments-Offices to their customers, whether internal or external; consultation with and participation by customers on a structured basis; the provision of quality information and advice to customers; reasonable choice for customers in relation to the methods of delivery of services; the integration of public services at local, regional and national level; a comprehensive system of measuring and assessing customer satisfaction involving such issues as customer feedback, questionnaires-surveys, periodic reviews and audits by independent organisations, customer advisory groups and others, and complaints and redress mechanisms which operate close to the point of delivery. The group recognised the substantial progress which has been made in improving the services delivered in some areas of the Civil Service in recent years and saw its recommendations as underpinning the provision of even better quality services.
I single out and compliment the Office of the Revenue Commissioners and the Department of Social Welfare for the steps they have taken towards improving the quality of the service they offer to their customers. I understand that the Department of Social Welfare intends to publish shortly fresh initiatives in this area, but already there is ample evidence of a more customer-focused approach in that Department's dealings with members of the public through the development of one-stop-shops in place of the traditional employment exchanges, the facilities to receive payment of benefits from post offices and the easier access to information regarding benefits, but these are only the start.
The Revenue Commissioners have also taken steps in the area of quality service delivery to their customers with the publication of a charter of rights of those dealing with the Office. This charter sets out in a clear and concise manner the level of service the customer has a right to expect and covers such issues as access to information, impartiality, privacy and confidentiality, consistency and the right to an independent review. The Revenue Commissioners might consider providing a copy of their excellent charter to their customers on an annual basis.
Publicly articulated, the principles outlined by the co-ordinating group will underpin the provision of a high quality public service in Ireland. They are geared to achieving a qualitative improvement in service delivery and one which will be perceived as such by the customers of the public service. This is vital because the reality that a fair and efficient service is being delivered by the Civil Service is lost if the public as customers do not perceive the service received as efficient and helpful. There is a gap between the perception and the reality which must be closed urgently. An open interaction between community-voluntary organisations and the public service will help create a culture of mutual trust and build a deeper relationship between them in the interest of delivering better public services. Tensions can arise where the Civil Service not only provides a service but also has a regulatory function. The tension generated by this dual role will be fully addressed in the development of appropriate policy guidelines and, critically, in the training of the civil servants who provide services directly to customers.
I fully endorse the co-ordinating group's recommendation seeking the immediate introduction of a quality service initiative. This must be based on the principles I outlined and it will be implemented as part of the current phase of the Strategic Management Initiative. This initiative will provide a new groundwork for enhanced customer focused administrative procedures and these will be appropriately underpinned by a legislative framework. In this regard, I restate the Government's commitment to bring forward legislation in the area of administrative procedures and freedom of information legislation. These will be an integral part of the overall renewal programme.
The co-ordinating group, involving Department secretaries, also recommended extending the Strategic Management Initiative to the Irish public service in general. This will involve setting all chief executives of public service bodies, for example, State-sponsored bodies, local authorities and health boards, the task of producing a strategic statement within the Government programme and in the parent departmental context. This must be completed within 12 months. An integral part of such a statement will be the focus on customer service and the quality and delivery of same. Given that such statements will be published and will, therefore, be in the public arena, it places the onus on the organisations in question to deliver on the promises and objectives set out.
As Minister of State at the Department of Transport, Energy and Communications, I recently requested an update on the customer service initiatives in existence in the ten commercial and one non-commercial State companies operating under the Department's ageis. The House will be interested in the details of how some of these companies deal with this important issue.
Aer Rianta's customer care initiative has been ongoing since 1986. A series of quality systems which comply with Irish and international industry standards have been put in place on a company wide basis. A quality, or "Q", mark model documented in 1993 is currently used and each business unit has developed and put in place a quality management system. Quality agreements were also made between Aer Rianta and the other services that operate from Aer Rianta managed airports.
The "Q" mark model includes a mechanism for dealing with customer complaints. The procedures include provisions for recording complaints and reporting them to senior management on a monthly basis. Customer comment cards are placed at convenient locations in airports and collected and acted upon weekly. Internal audits are carried out by Aer Rianta twice a year to ensure compliance with the quality system. Having obtained the "Q" mark in 1992, the company has expressed ambitions to achieve the ISO 9002 standard and ultimately to receive the European Quality Award. I commend Aer Rianta for its recent work in the area of customer care and quality service delivery.
The Irish Aviation Authority provides a service to a small, homogeneous group of customers. The Authority has recently initiated a programme of regular consultation with customers and other measures for customer service. A variety of customer consultation groups have been established and the possibility of setting up an advisory council to the Authority is currently being considered. In addition, a process of consultation between top management and all major customers began in January 1996. Performance indicators on service level to customers are currently being developed and will be finalised by the end of 1996.
Aer Lingus has a number of mechanisms to ensure excellent customer service. These include a mission statement which enshrines customer service in its corporate ethos; published service standards for frontline staff; intensive customer service training programmes and an established customer relations department which handles liaison with customers who have problems with any aspect of the company's service. Aer Lingus considers that, because it works in a competitive service environment, it must pay particular attention to its customers as its success is determined by the marketplace. The excellent progress made in this area in recent times by Aer Lingus is evident. It is interesting that the semi-State bodies which operate in a competitive market seem to be well ahead of the rest in relation to customer care. A strong message is contained in that point. I also commend Aer Lingus for its excellent attention to quality service delivery.
It will not come as news to Members or to the public that CIE has not been to the forefront in terms of customer service. Accordingly, my colleague, the Minister for Transport, Energy and Communications, Deputy Lowry, recently announced a series of new measures as part of an investment strategy for CIE. An integral part of this includes the negotiation of a series of public service contracts. These contracts are a new idea and they will spell out clearly, for the first time, what services the company is required to provide and what the State will pay to support non-commercial services that are socially necessary. Performances under the contracts will be monitored and the results of that monitoring will be made public. Customers of CIE will, therefore, be able to see, for the first time, what service standards have been set for the company and how it performs against those standards. I am sure this measure will be welcomed by all customers of CIE.
The principle of customer service is a central element of An Post's mission statement. To ensure the attainment of this aim, An Post has employed the Market Research Bureau of Ireland — MRBI — to independently monitor elements of its quality of service. These results are published regularly in the national press. The performance of its post offices is also monitored and reported to its major customer, the Department of Social Welfare. An Post has also established a customer care department which responds to customer complaints on an individual basis, both corporately and within the individual businesses of the company. From the complaints sources of problems are identified and, as far as possible, rectified.
In response to Minister Lowry's request in June 1995 for a review of An Post, the company appointed Price Waterhouse to make recommendations on its role, method of operation and effectiveness. The report contains over 400 recommendations on such matters as quality of service and strengthening of management. The board of An Post accepted the report as a framework for the future direction of the company and the recommendations are being implemented. A new business plan will be put in place and will include a number of initiatives, including the production of customer charters for its businesses together with customer service quality committees throughout the company.
My colleague, Minister Lowry, has reported our concerns in relation to the still unacceptable delays in the delivery of mail in certain areas and the service provided by An Post. While I accept that measures are in place, which have resulted in a situation where the quality of service has reached the level which existed prior to operational changes introduced in 1994 — a figure of 90 per cent next day delivery has been published — there are many difficulties regarding the delivery of mail in the Dublin area. The company is currently addressing these but Minister Lowry and I have expressed our ongoing concern. The Minister reported our mutual concerns to the Cabinet in recent days about the ongoing delivery problems. Apparently, only 10 per cent of the public do not receive next day delivery service, I meet many of these people.