Organization Quality Associates, Inc.
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Organization Quality Associates, Inc.
  • Home
  • ABOUT US
    • About Us
    • OQA Associates
    • OQA Clients
    • Testimonials
  • Services
    • Overview
    • ICS Emergency Response
    • ICS Health & Medical
    • Community Emergency Plan
    • All Hazard IMT Exercises
    • Cust Serv/Public Sector
    • Leadership & Organization
  • Contact Us

customer service/PUBLIC SECTOR

CUSTOMER SERVICE


The Issue
Over eighteen million Americans are employed in public sector jobs with federal, state, city and county organizations, and they affect the lives of every person in the nation. They deliver or support public services such as law enforcement, social security, health care, parks and recreation, planning, mail delivery, licensing and related social and business services.


Vast numbers of these employees occupy frontline positions, in direct  contact with the public. These frontline service providers have the power to create an image—good or bad—of public agencies and the people who work for them. Increasingly, citizen contact with public  organizations leads to the perception that agencies are too big, impersonal, and bureaucratic. "They are not responsive to my needs—they  don't work." Moreover, increasing numbers of taxpayers, who as customers  bear the cost of government, complain they are not receiving value for  their tax dollars, and that government costs too much.


Recent moves to reinvent or restructure government are fueled by these  perceptions. Elected, appointed and career officials are responding by  trying to make government agencies smaller, more efficient and more  effective in the manner in which they deliver their services.


The Solution

Recent experiences have shown that before agencies reorganize, downsize or  otherwise attempt to streamline their organizations, they would be well served by examining both the nature and the delivery of their public service.


The public sector (as with the private sector) is widely  judged on the perceptions created by its frontline interactions with  the public—its customers. To succeed, the public sector must become  'world class' at frontline service.


Riveting an organization's  attention on its customers, their values and judgments about what works  and doesn't work puts successful organizations in position to be  rewarded by their customers. More customer-based value and satisfaction  directly relates to public support—the real 'bottom line.'


A  reputation for excellence in satisfying customers enables an  organization to improve overall mission accomplishment. Products and  training for organizations wanting to improve their customer service  performance programs are available from OQA.


Frontline Service

Frontline Service presents a strategy and skills framework for use by the employees who deal face-to-face with both external and internal  customers. This will help employees make the most of day-to-day  situations, including recovering from potentially damaging situations and actively contributing to the mission of your organization, its reputation and ability to compete for public support.


Service Leadership

Service Leadership is designed for leaders, managers, supervisors, team leaders or anyone who is responsible for others in delivering superior service.  This program will challenge mindsets about yourself, your co-workers,  your organization, your customers and the way you do business. Outcomes will be new ideas, and positive strategies for achieving and sustaining  world-class public sector service.


The Source

Organizational  Quality Associates has developed these two powerful solutions to the  overwhelming problem of quality of customer service in the public  sector. OQA can present, customize, or build on these programs for the  individual needs of client organizations.


We have brought to bear  our years of diverse public service experience and our management and  leadership skills in developing effective solutions to the issue of  customer service.


Frontline Service in the Public Sector

Over eighteen million Americans are employed in public sector jobs with  federal, state, city and county organizations, affecting the lives of  every person in the nation. They deliver or support public services such  as law enforcement, social security, health care, parks and recreation,  planning, mail delivery, licensing and related social and business services.


Vast numbers of these employees occupy frontline  positions, in direct contact with the public. These frontline service  providers have the power to create an image—good or bad—of public  agencies and the people who work for them. Increasingly, citizen contact  with public organizations leads to the perception that agencies are too  big, impersonal, and bureaucratic. 'They are not responsive to my  needs—they don’t work.' Moreover, increasing numbers of taxpayers, who as customers bear the cost of government, complain they are not receiving value for their tax dollars, and that government costs too  much.


Recent moves to reinvent or restructure government are  fueled by these perceptions. Elected, appointed and career officials are  responding trying to make government agencies smaller and more  efficient in the manner in which they deliver their services. Recent  experiences have shown that before agencies reorganize, downsize or  otherwise attempt to streamline their organizations, they would be well  served by examining both the nature and the delivery of their public  service.


The public sector (as with the private sector) is widely  judged on the perceptions created by its frontline interactions with  the public—its customers. To succeed, the public sector must become  'world class' at frontline service.


Riveting an organization’s  attention on its customers, their values and judgments about what works  and doesn’t work puts successful organizations in position to be  rewarded by their customers. More customer-based value and satisfaction  directly relates to public support—the real 'bottom line.'

A  reputation for excellence in satisfying customers enables an  organization to improve overall mission accomplishment. Products and  training for organizations wanting to improve their customer service  performance programs are available from OQA.

Frontline Service  presents a strategy and skills framework for use by the employees who  deal face-to-face with both external and internal customers. This will  help employees make the most of day-to-day situations, including  recovering from potentially damaging situations and actively  contributing to the mission of your organization, its reputation and  ability to compete for public support.


Results

Frontline Customer Service help organizations:

Commit  to service, Understand the customer’s point of view, Listen and learn  what customers need or want, Deliver basic services exceptionally,  Recover from mistakes aggressively, and Continuously improve service


Customer Service Leadership


Overview

Improving  customer service in any organization is a leadership issue. The  organ­izational change critical to improving customer service at all  levels cannot happen without the active involvement, support, and  leadership of the supervisors, man­agers and leaders in the  organization.


Success today means, selecting the right tools and  using them effectively to cre­ate value for the organization’s  customers. It also means, transforming bureauc­racies into  value-creating enterprises.


To achieve this, it must become the  respon­sibility of each person who directs or influences the  organization to set the stage for and participate in service  improvement.


Presentation

OQA  presents a wide selection of courses and seminars tailored for the  people in public agencies who supervise, manage, and lead others. These  programs are flexible, interactive and based on real-world experience in  public agencies.

They are customized to each client's needs,  rather than just relying on "off-the-shelf" approaches, and they provide  clients with proven methods and tools for success.

Each course  or seminar includes modules on the fundamentals of service im­provement,  public sector service values, why service is critical, the power of  sto­ries, challenges to delivering exceptional service, and the use of  performance measures to improve service.


Results

OQA's courses in Service Leadership help leaders:

Commit  to service, Establish a pro-active service culture, Deliver basic  services exceptionally, Recover from mistakes aggressively, Develop and  use performance measures, Continuously improve service


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