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Citizens League Report A POSITIVE ALTERNATIVE: REDESIGNING PUBLIC SERVICE DELIVERY Prepared by Services Committee Ronnie Brooks, Chairman Approved by Citizens League Board of Directors March 24, 1982,
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01
Identify the objectives: Start by clearly defining the objectives and goals of the redesigning process. This will help provide direction and ensure you stay focused on the desired outcomes.
02
Assess the current system: Conduct a thorough assessment of the existing public service delivery system. Analyze its strengths, weaknesses, and areas in need of improvement. This evaluation will help identify the key areas for redesigning.
03
Engage stakeholders: Involve all relevant stakeholders in the redesigning process. This includes government officials, public servants, citizens, and service recipients. Their input and feedback are crucial in understanding the needs and expectations of the public service delivery system.
04
Research best practices: Study successful examples of public service delivery redesign from around the world. Look for innovative strategies, technologies, and approaches that have proven effective in enhancing service delivery. These best practices can inspire and guide your own redesigning efforts.
05
Develop a comprehensive plan: Once the objectives, assessment, and stakeholder input are considered, create a detailed plan for redesigning public service delivery. This plan should outline specific actions, timelines, and responsibilities to ensure a smooth implementation.
06
Allocate resources: Dedicate adequate resources, both financial and human, to support the redesigning process. This may involve reallocating funds, acquiring new technology, or recruiting and training staff with the necessary skills.
07
Pilot testing: Before full-scale implementation, conduct pilot tests of the redesigned service delivery system. This allows for the identification and resolution of any issues or challenges before it is rolled out to a larger population.
08
Monitor and evaluate: Continuously monitor the redesigned public service delivery system to assess its effectiveness. Use performance indicators, feedback mechanisms, and data analysis to evaluate its impact and identify areas for improvement.
09
Iterate and adapt: Based on the monitoring and evaluation results, make necessary adjustments to the redesigning process. This may involve refining certain aspects, introducing new initiatives, or expanding successful practices.

Who needs redesigning public service delivery?

01
Governments: Governments at all levels, from local to national, can benefit from redesigning public service delivery. It allows them to streamline processes, improve efficiency, and enhance the overall service experience for citizens.
02
Public servants: Redesigning public service delivery can empower public servants by providing them with better tools, resources, and support. It enables them to deliver services effectively and meet the evolving needs of the public.
03
Citizens: Citizens are the ultimate beneficiaries of redesigned public service delivery. It improves their access to services, reduces bureaucratic hurdles, and ensures their needs are met in a timely and efficient manner.
Overall, anyone involved or affected by public service delivery can benefit from its redesigning process. By implementing effective strategies and embracing innovative approaches, public service delivery can be transformed to better meet the needs and expectations of all stakeholders involved.
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Redesigning public service delivery involves reimagining and improving the way government services are provided to the public.
Government agencies and departments are typically required to file redesigning public service delivery.
Redesigning public service delivery forms can usually be filled out online through a designated government portal.
The purpose of redesigning public service delivery is to make government services more efficient, accessible, and user-friendly.
Information such as service metrics, customer feedback, and improvement plans must be reported on redesigning public service delivery.
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