SERVICOM PRESENTS COMPLIANCE EVALUATION REPORTS TO MANANGEMENT OF INDUSTRIAL TRAINING FUND.

/in , , /by

The National Coordinator / CEO SERVICOM Presidency, Mrs. Nnenna Akajemeli has formally presented SERVICOM Compliance Evaluations reports to top Management of the Industrial Training Fund (ITF).

This presentation ceremony took place today, 22nd February, 2024, at the Funds Corporate headquarters in Abuja.

In her presentation, Mrs. Akajemeli, commended the efforts and the drive of the Management of ITF in the areas of improvements in her service delivery initiatives which points to the fact that their support to the initiatives is customer- centered.

She further lauded the efforts of the ITF in ensuring innovative strides in the area of training and retraining of students on solar energy installations which is key at this point in time as solar panel is now becoming a trend in Nigeria for alternative power supply.

The SERVICOM boss   during the course of her presentation highlighted that the purpose of any legitimate government is to serve citizens through the provision of services in MDAs which are intended to make positive changes in the lives and situation of citizens.

Mrs. Akajemeli in her presentation stated that the overall objectives of the SERVICOM Compliance Evaluation is to ensure Citizens Focused Service Delivery in Ministries Departments and Agencies(MDAs). The specific objectives include identifying gaps in service delivery and making recommendations to Industrial Trust Fund to improve customer satisfaction and accountability.

The National Coordinator said that the Industrial Training Fund was chosen for evaluation to access its current state of service delivery. Fifteen (15) Offices out of the Forty (40) State Offices including the Centre of Excellence selected for assessment of their compliance with the SERVICOM index.

Furthermore, she said , that  evidence was gathered at the service windows evaluated through the following : customer interviews with trainers, trainees , SIWEs Coordinators  and SIWES students, discussions with Management, staff and partners review of  ITF key documents,  desk research which included websites of  ITF , www. Itf. gov.ng,  SERVICOM website www.servicom.gov.ng and general observations.

According her, highlights of evaluators findings were based on areas of strengths and weakness in all the service windows evaluated using the SERVICOM INDEX which is a standard tool provided and approved by the Federal Government as a standardize method for measuring and comparing performance against service standards defined by MDAs.

The SERVICOM Index she said, bordered on 5 major Drivers such as Service Delivery, timeliness, information, professionalism, staff attitude with their criterion to ascertain areas of gaps and proffer solutions that are citizens- centered.

As highlighted in the rating, the National Coordinator said that, service delivery is rated with a 3-star rating   and considered Acceptable in Fifteen (15) State Offices and the headquarters visited. This means some important aspects and criteria of service delivery are covered.

In the chart displayed, Mrs.  Akajemeli said, it shows the average performance of each driver in all the evaluated service windows and it shows that the service windows are doing relatively better in Timeliness, followed by Service Delivery, Information, Staff Attitude and Professionalism.

It is important to note that there is need for deliberate continuous improvement in order to attain higher rankings of commendable and praiseworthy she added.

The Coordinator proffered immediate quick fixes to the Management of ITF to consider both on a medium term and long term basis.

In his welcome address the Director General / CEO, Industrial Training Fund, Dr. Afiz Oluwatoyin Ogun, said that the SERVICOM Compliance Evaluation Report was a score card and quite apt and important to the Fund as it relates to the services rendered by the staff.

He further stated ITF ‘s commitment to continuously work with the SERVICOM Office for improvement and reformations around its services that are seamless and citizen centred.

“We are working assiduously to close the gaps and ensure that we meet up with the mandate and standards stipulated in our service charter” he added.

He also made an affirmation of registering and training skill-up Artisans (SUPA) in the new initiatives as mandated by Mr. President to train Artisans across it service windows that would upskill them to an international standard and make ITF stand out as one of the leading Agencies in skills acquisition service wide.

Henrietta Okokon

 

SERVICOM COMMENDS NIMASA ON SERVICE CHARTER LAUNCH

/in , , , /by

The National Coordinator/ CEO SERVICOM Presidency, Mrs. Nnenna Akajemeli has commended the efforts of Management and Staff of the Nigerian Maritime Administration and Safety Agency (NIMASA) for launching / presenting her Service Charter the Nigerian Public.

This commendation came on the heels of the Service Charter launch of the Nigerian Maritime Administration and Safety Agency (NIMASA)recently.

While delivering her paper presentation the Coordinator said, “this is a significant step towards service improvements in the Agency” adding that the implementation of the Service Charter would determine how well NIMASA is positioned to really improve on the services provided to citizens and customers who are their clients.

According to her a service charter is a short publication that describes the service experience that can be expected from an organization, it is a document seen as a covenant or promissory note made to stakeholders by an organization about the standards they should expect to receive.

This document she said, would serve as an operational and performance enhancement tool that enshrines the trust between service providers and service takers. And must contain realistic and measurable standards of the Agency.

She further highlighted on the benefits of a service charter as an indication of NIMASA’s highest level of commitment that would promote fairness and treatment and dignified service to their teeming stakeholders.

The Service Charter she said communicates entitlements and raises expectations among customers and staff and would also enable progress to be measured and guide the activities of service provision and delivery of the Agency.

She reiterated, on the importance of implementing the service charter as this would put the entire NIMASA Management and Staff of adherence to the standards as stipulated on the Charter.

The SERVICOM Office believes that if service standards stated in the Charter are implemented, monitored and performance is reported, NIMASA would be repositioned to function optimally thereby ensuring that all customers are served right.

Achieving excellent service in NIMASA can only be enhanced through pro- active planning and focusing on ways of improving the quality of what we can do at every at every level within and outside the Agency, she added.

In his welcome address, the Director General/ CEO Nigerian Maritime Administration and Safety Agency (NIMASA) Dr. Bashir Jamoh OFR, said if we want to be great then we have to be ready to serve Nigerians.

And for us to serve we must have a Service Charter as an operating framework to serve the public effectively. She enjoined the entire Management and Staff to look into the Service Charter and Make meaningful implementation to serve the nation as whole.

Hence the need to ensure we add value to our ways of thinking and redefining the type of service we have to deliver to Nigerians. One of the ways to redefine service, he said is to align with the Renewed Hope Agenda of Mr. President, by rendering services that showcases accountability, professionalism, team work dedication and innovation, that would take the Centre stage to overcome the grievances of the Nigerian citizens.

He stressed his commitment in ensuring that NIMASA abides by the rules of engagement with the public through the Service Charter,

 

Henrietta Okokon

Public Awareness Manager

SERVICOM Presidency

7/2/24

 

 

SERVICOM BOSS ADVOCATES FOR INCREASED CUSTOMER SERVICE POSITIONING IN MDAs SERVICE WIDE.

/in , , , /by

The National Coordinator/ CEO SERVICOM, Mrs. Nnenna Akajemeli has called for proper positioning of the customer service windows across the Zonal and States in MDAs that have zonal and States Offices across Nigeria in order to serve Nigerian Citizens right.

This call was made when the National Coordinator paid an advocacy visit to the Registrar / CEO of the Environmental Health Officers Registration Council of Nigeria (ECHON)recently.

In her briefing to the Registrar /CEO, Mrs. Akajemeli stated that for ECHON,” achieving quality service delivery is no longer a choice, the lives of citizens must be touched through ECHON services, such as registration of environmental health workers, environmental health technicians and health assistants”, she said

For ECHON to achieve such a strategic method must be deployed to deliver excellent service to citizens by going the extra mile to resolve complaints promptly.

Mrs.  Akajemeli commended the efforts of ECHON’s Management for leading service improvement in the Council and urged them to further support the SERVICOM Unit with needed funding and resources’ that would enhance Service Improvement and work plan implementation and to effectively carry out monitoring and assessment of service delivery activities in Zonal and State Offices.

She emphasized on the need for the Council to inaugurate her Parastatal SERVICOM Unit at the headquarters and also nominate Focal Officers in the Zonal / States Offices of the Council that would need to be trained and retrained to strengthened the capacity of the SERVICOM Unit and desk Officers to carry out its functions in line with the Councils Mandate.

According to the Coordinator continuous training and retraining of staff on all aspects of service delivery would equip them with requisite knowledge, skills and attitudes that would ensure sustained service improvement in the Council.

She pointed out the need to develop a framework to monitor performance against set standards stated in ECHON service charter, and to also conduct regular self-assessments and surveys to both the internal and external stakeholders on effectiveness of services you provide to citizens as key factor to improving performance.

The Coordinator reiterated that for ECHON to move forward there is a need for   implementation/ monitoring of standards in service charter that ought to be fully effected in order to ensure citizen- focused service delivery.

Furthermore, ECHON SERVICOM Committee should be activated and made to meet periodically to discuss service delivery issues and share experiences on how to improve services, local Parastatal SERVICOM Committee with membership from all Departments and Units should meet at least once a month while the Global Parastatals SERVICOM Committee with membership from Zonal / State Office should meet on quarterly basis.

ECHON she equally said, should adopt wider and far reaching information dissemination strategies   to ensure all customer groups are reached this may entail using community level approach, churches / mosques.

Earlier in his welcome remarks the Registrar/CEO Environmental Health Council of Nigeria, Dr. Yakubu Mohammed Baba, assured the SERVICOM Boss of the renewed vigor the Council is bringing to bear, by optimizing and digitization of the systems to ease the registration process for Nigerians as well, as put in place training faculties that would rebuild and rebrand their services to the Nigerian citizen.

He  further disclosed that, when  ECHON is rebranded the faculties benchmark would be upgraded to a higher National Public environmental sector with key focus on practitioners  that are skill based and professional in nature  to ensure efficient service delivery in Nigeria.

 

 

Henrietta Okokon

Public Awareness Manager/Head Press

SERVICOM Presidency

16/2/24

Creating A Culture Of Accountability For Service Delivery In Government Ministries, Departments, And Agencies

/in , /by

Introduction

Accountability in government service delivery refers to the notion that officials and organizations within the government are accountable for making sure the services they offer are of high quality and meet citizens’ needs. This entails being open and accountable for their actions, as well as being transparent about how they use public resources.

Maintaining trust and confidence in governmental institutions depends on fostering an accountability culture within agencies. Government officials and staff are more likely to feel obligated to offer citizens efficient and effective services when there is a culture of accountability in place. Additionally, it encourages citizen participation in governmental decision-making and promotes transparency.

However, creating a culture of accountability in government agencies can be challenging, as bureaucratic red tape, resistance to change, and limited resources can all impede progress. Despite these challenges, it is crucial for government agencies to prioritize accountability in their operations in order to build trust and improve the delivery of services to citizens.

Challenges to creating a culture of accountability

Red tape and lack of transparency in government agencies are two major obstacles to establishing an accountability culture. It can be challenging for citizens to understand how decisions are made and services are provided in government organizations because these organizations frequently have complicated processes and procedures. This may result in a lack of confidence and trust in governmental institutions.

Resistance to change and accountability measures presents another obstacle to the development of an accountable culture. New accountability measures may not be well received by government workers because they may feel micromanaged or that their work is being criticized. Furthermore, some government agencies might not see the benefit of funding accountability measures and might be reluctant to fund these initiatives.

Developing an accountable culture is also difficult due to budgetary and resource limitations. It can be challenging for government organizations to invest in new technologies or systems that could enhance service delivery and accountability due to their frequently constrained budgets and resources. Additionally, government organizations might not be able to hire more personnel to oversee performance monitoring and evaluation or train staff on new accountability measures.

Despite these obstacles, it is crucial for government organizations to find solutions and make accountability a top priority in all of their activities. This can be achieved by providing opportunities for training and development for government employees, setting clear and measurable goals, and putting in place a system for tracking and evaluating performance.

Strategies for implementing a culture of accountability

One key strategy for implementing a culture of accountability in government agencies is setting clear and measurable goals for service delivery. This involves identifying specific, quantifiable targets that government agencies can work towards, such as reducing wait times for services or increasing citizen satisfaction with services. By setting clear and measurable goals, government agencies can hold themselves accountable for achieving these targets and can track their progress over time.

Another strategy for implementing a culture of accountability is establishing a system for monitoring and evaluating performance. This can include regularly collecting and analyzing data on service delivery, such as wait times or satisfaction rates. This data can then be used to identify areas where improvements can be made, and to track progress over time.

Providing training and development opportunities for government employees is also important for implementing a culture of accountability. This can include training on new accountability measures, as well as on skills such as data analysis and performance management. By providing employees with the training and resources they need, government agencies can ensure that they are equipped to deliver services effectively and efficiently.

Encouraging active participation and engagement from citizens and stakeholders is also crucial for implementing a culture of accountability. This can include soliciting feedback from citizens on service delivery, as well as involving citizens in the decision-making process. By engaging citizens and stakeholders, government agencies can ensure that services are tailored to meet the needs of the community and that they are accountable to the citizens they serve.

Finally, providing incentives and recognition for accountability and good performance can also help to implement a culture of accountability. This can include rewards such as bonuses or promotions for government employees who demonstrate accountability and excellence in their work. By providing incentives and recognition, government agencies can encourage employees to work towards achieving the agency’s goals and to deliver services effectively.

Best practices and examples of accountability in government service delivery

To understand how to implement a culture of accountability in government service delivery, it can be useful to look at best practices and examples from other government agencies and countries.

One way to do this is to examine case studies of successful accountability initiatives in government agencies. These case studies can provide valuable insights into the strategies and tactics that have been effective in promoting accountability and improving service delivery. For example, a government agency might have implemented a citizen feedback system that has led to improvements in the quality of services. Another agency might have implemented a performance management system that has helped to increase efficiency and reduce costs.

Another way to learn from other government agencies and countries is to look at examples of how accountability measures have been implemented in the public sector. For instance, some countries have implemented independent oversight bodies to monitor and evaluate government performance. Other countries have implemented e-governance systems to increase transparency and accountability in service delivery. By studying these examples, government agencies can identify strategies and approaches that might be applicable to their own context.

Overall, by studying best practices and examples of accountability in government service delivery, government agencies can gain valuable insights into the strategies and tactics that can be used to create a culture of accountability and improve service delivery.

Conclusion

In conclusion, accountability in government service delivery is essential for maintaining trust and confidence in government institutions. A culture of accountability fosters a sense of responsibility among government officials and employees to provide efficient and effective services to citizens. It also promotes transparency and encourages citizen participation in government decision-making.

However, creating a culture of accountability in government agencies can be challenging, as bureaucratic red tape, resistance to change, and limited resources can all impede progress. Despite these challenges, it is crucial for government agencies to prioritize accountability in their operations in order to build trust and improve the delivery of services to citizens.

In this blog, we discussed the importance of creating a culture of accountability in government service delivery, the challenges faced in creating such culture, and strategies and best practices that can be adopted to implement a culture of accountability.

In light of this, we call on government agencies to prioritize accountability in their operations. By setting clear and measurable goals, establishing a system for monitoring and evaluating performance, providing training and development opportunities for government employees, encouraging active participation and engagement from citizens and stakeholders, and providing incentives and recognition for accountability and good performance, government agencies can create a culture of accountability and improve the delivery of services to citizens.

In the long run, creating a culture of accountability will benefit both citizens and government agencies. Citizens will have better access to high-quality services and government agencies will have the ability to improve their operations, to be more efficient, to be more transparent and to be more responsive to the needs of citizens.

The Role of Technology in Improving Service Delivery in Government Ministries, Departments, and Agencies

/in , /by

Technology has transformed the way we live and work, and government organizations are no exception. In this post, we will look at how technology can help government Ministries, Departments, and Agencies improve service delivery (MDAs).

Introduction

The delivery of services to citizens is a crucial function of government organizations, and technology has the potential to significantly enhance this function. Technology can assist governmental organizations in becoming more effective, efficient, and receptive to the needs of the public, from e-government services to the automation of processes.

The role of technology in improving service delivery

Making it simpler for citizens to access services is one of the key ways technology can improve service delivery in government organizations. Citizens can access government services from anywhere and at any time thanks to e-government services like online portals and mobile apps. Citizens who live in rural areas or who have accessibility or mobility issues may find this to be especially helpful.

Government agencies can automate procedures with the aid of technology, which can result in significant cost savings and increased productivity. Processes like data entry, document management, and workflow management can all be automated to significantly cut down on the time and resources needed to deliver services.

Technology can also assist government agencies in better understanding the needs and preferences of the general public. MDAs can learn a great deal about the services that citizens use most frequently and the areas where improvements are required by analyzing data gathered through e-government services. This can aid in decision-making and raise the general caliber of the services offered.

Conclusion

In conclusion, technology is crucial to enhancing the quality of service provided by government agencies. Technology can help government organizations be more effective, efficient, and responsive to the needs of citizens by facilitating citizen access to services, automating procedures, and offering insightful data on citizens’ needs and wants.

 

 

Creating a Customer-Centric Culture in Government Ministries, Departments, and Agencies in Nigeria

/in , /by

Introduction

Creating a customer-centric culture in government organizations is essential for delivering quality services to citizens. But, as we all know, it’s not always easy for government agencies to put citizens first. Bureaucracy, red tape, and politics can all make it difficult for leaders to focus on the needs of their customers. However, by creating a customer-centric culture, government organizations can improve their operations, increase efficiency, and ultimately better serve the public. In this post, we’re going to explore how to create a customer-centric culture in government ministries, departments, and agencies, and share some actionable tips for leaders looking to put citizens at the forefront of their operations.

 

Understanding the needs of the customers

Creating a customer-centric culture begins with understanding your customers and their needs. This means actively listening to their feedback, tracking their satisfaction levels, and regularly surveying them to gauge their experiences with your organization. By gathering this data and analyzing it, leaders can gain a better understanding of what their customers want and need, and use that information to inform their decision-making.

One key way to gather this data is by implementing customer relationship management (CRM) systems. These systems allow government organizations to track and analyze customer interactions, feedback, and preferences, providing insight into customer needs and desires. This information can then be used to improve services and tailor them to the specific needs of the citizens being served. By understanding the needs of their customers, government organizations can create services that are more efficient and effective, ultimately leading to improved satisfaction among citizens.

 

 

Action steps needed

But it’s not just about listening to your customers, it’s also about acting on their feedback. Government leaders need to be able to work with other leaders in the public sector to understand the needs of their customers, and build strong relationships and partnerships. This means involving customers in the decision-making process, being transparent about the changes being made, and continuously seeking feedback to ensure that their needs are being met.

Another key aspect of creating a customer-centric culture is fostering a culture of accountability. Government leaders must be able to hold their staff and organizations accountable for their actions, and be willing to make difficult decisions when necessary. This means creating clear performance metrics, regularly monitoring progress, and holding staff accountable for meeting customer service standards. By holding staff accountable for their actions, government organizations can improve their operations, increase efficiency, and ultimately better serve the public.

Leadership plays a crucial role in creating a customer-centric culture. Leaders must be able to create a vision for customer service excellence, communicate it effectively to their staff, and inspire them to buy into the vision. They must also lead by example, and demonstrate their commitment to customer service by taking the lead in customer interactions. By leading by example, leaders can create a culture of customer-centricity, where staff understand the importance of putting citizens first.

 

Conclusion:

Creating a customer-centric culture in government ministries, departments, and agencies is crucial for delivering quality services to citizens. It’s not always easy, but with the right mindset and approach, you can make a real difference. Remember, it’s all about putting the needs of your customers at the center of everything you do, understanding their pain points, and acting on their feedback. It takes time and consistent effort to change the culture of an organization, but it is worth it. By putting customers first, government organizations can improve their operations, increase efficiency, and ultimately better serve the public.

 

References:

Creating a Customer-Centric Culture in Government Organizations” by Deloitte

“How to Build a Customer-Centric Culture in Government” by Harvard Business Review

“Creating a Customer-Centric Culture in Public Sector Organizations” by McKinsey

The Role of Leadership in Driving Quality Service Delivery in Government Ministries, Departments and Agencies

/in , /by

Introduction

Quality service delivery is a critical aspect of any government Ministry, Department and Agency as it directly impacts the satisfaction and trust of citizens. As such, leadership plays a crucial role in driving and maintaining quality service delivery in government agencies. In this blog post, we will explore the various ways in which leadership can impact service delivery and the steps that leaders can take to ensure that their agencies are delivering services to the highest standards.

 

Leadership and Organizational Culture

One of the most significant ways in which leadership impacts service delivery is through the creation of an organizational culture that values and prioritizes service quality. A positive and service-oriented culture can encourage employees to go above and beyond in their efforts to provide excellent service to citizens. On the other hand, a negative or apathetic culture can lead to poor service delivery and low employee engagement.

Leaders can promote a positive culture by setting clear service delivery expectations, recognizing and rewarding employees for excellent service, and leading by example. They can also work to remove any barriers or obstacles that may be preventing employees from providing the highest quality service.

 

Clear Expectations and Accountability

Leaders also play a crucial role in setting clear expectations and holding employees accountable for service delivery. This includes setting specific goals and targets for service delivery, as well as providing the necessary resources and support for employees to meet these expectations.

Leaders must also ensure that employees have the necessary training and development opportunities to perform their jobs effectively. By providing employees with the tools and resources they need to succeed, leaders can help to ensure that service delivery is of the highest quality.

Leadership also plays a critical role in ensuring that employees are held accountable for their actions and that there are clear consequences for poor service delivery. This helps to ensure that employees understand the importance of service quality and are motivated to improve.

Communication and Feedback

 

Effective communication and feedback are also vital components of quality service delivery. Leaders must ensure that there are clear channels of communication between employees, management, and citizens. This includes providing employees with regular feedback on their performance and encouraging them to provide feedback to management as well.

Leaders can also use communication channels to share information about service delivery performance with citizens, allowing them to see the progress being made and to provide feedback on areas for improvement.

 

Conclusion

In conclusion, leadership plays a critical role in driving quality service delivery in government agencies. By creating a positive organizational culture, setting clear expectations and holding employees accountable, providing the necessary resources and support, and effective communication and feedback, leaders can help to ensure that their agencies are providing citizens with the highest quality service. By focusing on these key areas, leaders can work to build trust and satisfaction among citizens, and ultimately help to improve the overall effectiveness of government service delivery.

By Mfon Iniunam