PRIME Minister Datuk Seri Anwar Ibrahim exhorted the public service to improve its performance, more so because of the impending salary revision.
The public service should also review its regulations to ensure these are business- and people-friendly.
The civil service followed up on Anwar's appeal with a reshuffle of ministry heads, hoping to forge greater collaboration among them.
This inter-agency collaboration will offer synergy in service provision and enable resource- sharing.
Furthermore, it would ensure greater integration of public services where there would be "no wrong door", that is, the public can seek redress to their concerns at the first agency they call on.
Anwar also announced that the roles and functions of statutory bodies will be reviewed to eliminate duplication.
This is timely as many are not financially viable. By extension, the government should appoint competent board directors and not political affiliates.
Much has been done to ensure customer centricity.
Artificial intelligence (AI) and digitalisation have made public services more accessible than before.
Today, nearly four-fifths of public services are available online.
Quality standards, such as the ISO and client's charter, have also brought a renewed focus on customers.
Additionally, the public service has tinkered with key performance indicators (KPIs) and league tables to assess departmental performance.
These KPIs seek to measure the transformational leadership of ministry heads, the quantity and quality of output, and the propriety of public expenditure.
These indicators are worthy in themselves.
However, performance does not necessarily create public satisfaction.
For example, the crime rate may have gone down, but how does this achievement generate satisfaction with police services?
It would be more meaningful if these performance indicators are tied to public satisfaction with the services.
More reforms are in the pipeline. What is important is that, as in the past, these reforms must push customer-centricity high up the agenda.
In a customer-centric culture, citizen concerns are included in every stage of the service process.
FIRST, it would mean considering the public's welfare in actions taken by civil servants.
Shadowing citizens through the process of completing an interaction with the agency and feeling their frustration in waiting long or encountering an unhelpful attitude would help appreciate customers' perspective.
SECOND, a customer-centric culture would include the timeliness and speed of service provision.
It would also consist of providing the right service so that citizens leave the counter with a sense that they got what they needed.
THIRD, citizens must perceive that the staff went the extra mile to serve them respectfully and fairly. They must also feel that they were listened to.
To show that it values public opinion, the Seoul City Council has installed a giant ear sculpture.
It is called "Yeoboseyo", which in Korean means "Hello". This sculpture records the opinions of passers-by and relays them over speakers to City Hall.
FOURTH, with AI, inter-agency collaboration can be taken higher.
For example, in the Futian district of Shenzen, China, data from many agencies are displayed on one digital screen for departments to collaborate daily and make data-driven decisions.
This unified platform offers a one-stop service for instant mobile approvals of requests from businesses and residents.
FIFTH, public service reforms should empower citizens in the design and delivery of services.
Consultations with the public can inspire public servants to offer services that are relevant, valued and transparent.
Take the client's charter. Citizens could be consulted on the quality standards in the charter and the remedy should these standards not be fulfilled.
Thus, greater citizen-centricity will go a long way to dispel perception that public service reforms are just a charade.
The writer is adjunct professor at Perdana University