Trust, Service

& Accountability

Behaving Ethically

Service design

Agencies should regularly assess the design of their services to ensure they meet the needs of customers in ways that are efficient, effective and consistent with the standards identified in the Ethical Framework. 

There are two key aspects of service design: the service model and service logistics.

The service model

Services need to be designed (or redesigned) so they are consistent with the Ethical Framework principles of  behaviour. 

The design (or redesign) of the service should include:

  • Objectives – these may be prevention, early intervention, case management, compliance, community development etc
  • Targets – these may be individuals, families, businesses, Local Councils, communities etc
  • Providers – these may be government employees, non-government organisations, private sector agencies etc
  • Delivery methods – these may be over the counter, over the internet, by telephone etc
  • Funding – these may be the government sector, user pays, the community etc.

Service logistics

Logistics (or supply chain management) refers to the planning, implementation and control of the flow of resources needed to deliver quality services to customers from the point of origin to the end point when services are received by the customer. 

Strategies to improve service logistics include just-in-time, kanban and lean techniques. All aim to eliminate any activity in the service delivery supply chain which creates waste, duplication or delays, and that do not add value to the customer.  These approaches improve the coordinated flow of information, technology, employees and funding so that customer satisfaction is increased and costs reduced. 

Good supply chain management practice by agencies to achieve the Ethical Framework standards includes:

  • Senior management proactively taking a supply chain approach to the management of service delivery
  • Demand forecasting is done with real-time data from service delivery measures
  • Service levels are tailored to customer needs and actively managed
  • Supply chain performance is rigorously optimised using total cost of supply chain as a measure – that is, the combined costs of building assets, technology, wages, and coordination/control
  • Risk prevention processes are in place across the entire supply chain and are regularly reviewed. Risk responsibility and decision-making authority are defined
  • Transactions are done electronically; where possible, customer needs are determined and filled automatically
  • There are regular customer roundtables to discuss how to optimise costs and service delivery across the supply chain
  • Supply chain performance is measured on an ongoing and consistent basis. Predefined measures are in place to address gaps between target and actual performance, and status information is available on demand
  • IT requirements are analysed across the supply chain.  Fully automated supply chain management applications, compatible with the existing IT landscape, are in place
  • IT systems are connected to customers and suppliers.