United Nations Public Service Awards Case Studies

Before the year 2002 there were no counter desks to deal with customers at the Valuation Department however that does not mean that we were not delivering service to them. Even then we did our best to provide customers with the service they require albeit be in a haphazard and disorderly manner. When customers called at our office they were directed to the relevant section or person concerned where the necessary information was provided.

Five years ago there was no enquiry counter on any of the three floors occupied by the department. Waiting areas where members of public can be seated were inexistent and there was no directional sign to assist the customers in finding their way easily.

Therefore we seized the opportunity to take part in the Civil Service Reforms initiative for the setting up of a proper counter service at the department.

Before the implementation of the project officers of the department were not conscious of the importance of providing customer service so that they were indifferent about upgrading the overall quality, standard, courtesy, efficiency and effectiveness in service delivery. They were not customer-oriented and therefore did not bother to understand the needs of customers and how these could be met effectively.

What is the initiative about? (the solution)
With the implementation of the counter service project, our service to our customers both internal and external were improved in the following manner: - By providing physically the facilities listed below to the customers:- 1. an enquiry counter on each of the three floors of the department; 2. directional signs to enable them to find their way through easily; 3. clean and well ventilated waiting areas equipped with comfortable visitor’s chairs; 4. proper notice boards; 5. water dispenser; 6. availability of appropriate forms on the spot; 7. magazines/pamphlets to entertain members of public; 8. soft music. The project has ensured efficient and quick delivery of service and at the same time reduced waiting time. It has also ensured that work in the different sections of the office is not being frequently interrupted by visitors. It has proved to be an effective system to understand customer expectations and to obtain customer feedback. From the feedback obtained from the public it was felt that the status and image of the department has improved. We have been praised all along by customers when they were delighted with the level and quality of service they obtained. We have provided our e-mail address to the customers whereby they can seek our advice or obtain certain service in the least delay and also without having to come to our department We have provided training in customer care to all the officers of the department to ensure that services are provided within legal norm and standard set so as to be in line with the policy Government of “Putting People First”. As a result of the project officers have become punctual and properly dressed, maintain a smart and neat appearance and have developped both their listening and communicating skills.

Who proposed the solution, who implemented it and who were the stakeholders?
In fact it was the objective of the Ministry of Civil Service and Administrative Reforms to encourage other Ministries and Departments to take part in the Civil Service Reform initiatives as it was providing funds in its budget to cater for the needs of other ministries. Consequently our department seized the opportunity to set up counter desks and implement the counter service project by training officers to become more customer oriented. As a result it was in the interest of one and all. Both internal and external customers do benefit from the project. In order to set up the counter within the existing space we had to consult the architects of the Ministry of Public Infrastructure who assisted us in the design of the counters though we had our own idea where to accommodate the latter. Once the design of the counters had been decided we launched tenders in order to choose the firm which will be carrying out the project. The task was ultimately done to our satisfaction by a private company.

Describe how and when the initiative was implemented by answering these questions
a. What were the strategies used to implement the initiative? In no more than 500 words, provide a summary of the main objectives and strategies of the initiative, how they were established and by whom.
The objectives of setting up a counter service at the Department were:- 1. to provide an excellent service to both our internal and external customers; 2. to ensure that our customers are delighted so that less complaints are received; 3. to build effective customer relationship so as to benefit the customer, the employee and the organization; 4. to enhance the image and reputation of the Department; 5. to improve the quality of service delivery; 6. to be in line with the policy of Government i.e putting people first 7. to be able to survive in this competitive environment; 8. to keep pace with the private sector otherwise services can be contracted out. The strategies used to implement the project was to get the funds available from the Ministry of Civil Service and seek for the assistance of private contractors to set up the counter.

b. What were the key development and implementation steps and the chronology? No more than 500 words
Normally the Ministry of Civil Service sends a Circular at the start of each financial year requesting other ministries and departments to fill relevant forms if the latter are interested in either implementing the counter service project for the first time or improving existing ones. Then we fill the necessary information in the forms such as the name of the project, objectives of same, the amount of funds required to implement same etc… to put the Ministry of Civil Service in a better picture. Because public funds are involved the officers of the Ministry of Civil Service came to visit the locus and seek for additional information before approving the project. Once the project has been approved and funds made available we can identify relevant company or private person to do the tasks as per design recommended by the Ministry of Public Infrastructure. The main objectives of the counter service project are to build effective customer relationship by providing an excellent service as a result of which the image of the department is enhanced.

c. What were the main obstacles encountered? How were they overcome? No more than 500 words
The main obstacles encountered were the time taken to implement the project as the procedures before getting funds from the Ministry of Civil Service and Administrative Reforms was a major constraint. Since the Ministry gives funds on a priority basis and has its own criteria to release funds we have had to wait for our turn. Also it is not automatic that once we have made them aware of our wish to set up counter desks we are being given funds easily. We had meetings in our department with Senior Officers of the Ministry of Civil Service and Administrative Reforms to give information regarding our proposed counter project and it was only when they were convinced that public funds will be used in the most judicious way that funds were released and enable us to can go ahead with the project. Once the project has been completed a few officers from our department were given training at the level of the Ministry of Civil Service and Administrative Reforms as to how to serve the counter in an efficient and courteous way. At the start they were co-operating but gradually they informed top management that these tasks are not mentioned in their scheme of service. As a result the counters are no longer served by these trained officers but they are left to be attended to by Office Attendants and also most of the time there is no one available at the counter as there are only a few officers in that grade.

d. What resources were used for the initiative and what were its key benefits? In no more than 500 words, specify what were the financial, technical and human resources’ costs associated with this initiative. Describe how resources were mobilized
For the initial project of the main counter desk on the third floor and the attached waiting room, the Ministry of Civil Service allocated funds in the year 2002 to the tune of Rs 270,000. In year 2003 were allocated Rs 30,000 for the provision of waiting areas on the second and fourth floors. We are now in the process of redesigning the existing space accommodating the reception desk and to improve the set up by putting up a central waiting area whereby emphasis would be laid upon security aspects and delivery of service. We have made a request of Rs 600,000 as per the recommendation of the Ministry of Public Infrastructure to the Ministry of Civil Service and we are still awaiting for the provision funds following a meeting with the officers of the Ministry of Civil Service. In order to implement the project we have had to have recourse to the human resource of the Ministry of Civil Service, Ministry of Public Infrastructure and other private bodies. Because it was the policy of government to encourage ministries/department to put emphasis on counter services we were motivated to take part in the reform initiatives.

Is the initiative sustainable and transferable?
Counter Service is amongst one of the major reform projects of Government in order to provide better quality service and for the sustainable development of the country. In our department the project has been serving its purpose since the past five years and is sustainable. Along the same line of thought waiting rooms have been provided on the second and fourth floors of the department as the third floor is serviced by the main counter. It is also being contemplated to redesign the existing space accommodating the reception desk and to improve the set up by putting up a Central waiting area whereby emphasis would be paid down upon security aspects and delivery of service. The benefits expected by this additional project would be to enhance customer welfare, protect official documents and reduce unnecessary loitering of the public within the office premises. Counter Service projects are the basic and most important tools of any Department/Ministry should make use of. We trust that Counter Service project implemented in this department can be replicated in other organisations to fulfill the same functions as here.

What are the impact of your initiative and the lessons learned?
The lessons learnt are that officers are giving more importance to customers and therefore in line with the policy of Government to put people first. Officers have improved their attitudes and are making every effort to enhance the image of the department. They are more disciplined and conscientious in their work.


Institution Name:		Valuation Department
Institution Type:		Government Department
Contact Person:		Taramatee Khedun-sewgobind
Title:		Acting Deputy Chief Government Valuer
Telephone/ Fax:		230-2124136
Institution's / Project's Website:		230-2121593
E-mail:		civser@mail.gov.mu
Address:		3rd floor, Rainbow House, Edith Cavell Street
Postal Code:		N/A
City:		Port-Louis
State/Province:		N/A
Country:		Mauritius

The Problem

Solution and Key Benefits

Actors and Stakeholders

(a) Strategies

(b) Implementation

(c) Overcoming Obstacles

(d) Use of Resources

Sustainability and Transferability

Lessons Learned

Contact Information