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Citizen feedback as a tool for continuous improvement in local bodies

Citizen feedback as a tool for continuous improvement in local bodies PurposeThe purpose of this paper is to contribute to the feedback discourse by exploring how public managers and politicians use complaints from citizens to improve the overall and specific performance of public services. The main research questions are: Can citizen complaints analysis be a useful planning tool in the public sector? What can public managers learn from citizen feedback?Design/methodology/approachApplying an empirical approach (Yin, 2005), the multiple case studies treated in the paper aim to clarify a series of decisions (particularly, why feedback is not used to its maximum potential). The overall design includes a defined set of questions, and the research protocol includes data retrieval, collection and analysis. A new cataloging model is proposed to homogenize the spectrum of analysis. This model is intended to create a parallel between two local bodies different in size, mission, and complexity, but which have front office facilities and are in the same territory and have the same potential target population.FindingsIn total, 698 complaints and 183 corrective or preventive actions were analyzed. Public managers’ attention seems to focus on technical or normative issues rather than on aspects of public services. This may be explained by the lack of funds for training, the scarce use of relational and human capital development leverage, and the concomitant necessity to guarantee at least the same level of services as provided in previous years, confirming the “Blame the rich and credit the poor” mantra.Originality/valueThis paper offers a strategic approach to learning from citizen’s feedback that other scholars or practitioners have not yet provided. There are many academic studies on customer feedback as a continuous improvement tool for the private sector, but few for public administration. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Public Sector Management Emerald Publishing

Citizen feedback as a tool for continuous improvement in local bodies

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0951-3558
DOI
10.1108/IJPSM-01-2017-0010
Publisher site
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Abstract

PurposeThe purpose of this paper is to contribute to the feedback discourse by exploring how public managers and politicians use complaints from citizens to improve the overall and specific performance of public services. The main research questions are: Can citizen complaints analysis be a useful planning tool in the public sector? What can public managers learn from citizen feedback?Design/methodology/approachApplying an empirical approach (Yin, 2005), the multiple case studies treated in the paper aim to clarify a series of decisions (particularly, why feedback is not used to its maximum potential). The overall design includes a defined set of questions, and the research protocol includes data retrieval, collection and analysis. A new cataloging model is proposed to homogenize the spectrum of analysis. This model is intended to create a parallel between two local bodies different in size, mission, and complexity, but which have front office facilities and are in the same territory and have the same potential target population.FindingsIn total, 698 complaints and 183 corrective or preventive actions were analyzed. Public managers’ attention seems to focus on technical or normative issues rather than on aspects of public services. This may be explained by the lack of funds for training, the scarce use of relational and human capital development leverage, and the concomitant necessity to guarantee at least the same level of services as provided in previous years, confirming the “Blame the rich and credit the poor” mantra.Originality/valueThis paper offers a strategic approach to learning from citizen’s feedback that other scholars or practitioners have not yet provided. There are many academic studies on customer feedback as a continuous improvement tool for the private sector, but few for public administration.

Journal

International Journal of Public Sector Management – Emerald Publishing

Published: Jan 8, 2018

References

  • Online complaining: understanding the adoption process and the role of individual and situational characteristics
  • A ladder of citizens participation
  • Councillors’ receipt and use of citizens input: experience from Norwegian local government
  • Why measure performance? Different purposes require different measures
  • Silent citizenship among Asian Americans and Latinos: opting out or left out?
  • ‘Unredressed’ grievances under RTE: navigating the state Labyrinth