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UPHOLD SERVICE QUALITY

AND STANDARDS

Officers with this competency develop, manage and uphold service quality standards as well
as handle exception cases. At the higher levels, officers provide guidance for sensitive cases
and drive process improvement initiatives at a systemic level.

Foundation Intermediate Advanced Leadership

Knowledge of common Set up process for Knowledge of the concepts Manage resolution of
feedback and departments’ the allocation and and steps of service sensitive cases that have
operations management of cases process re-engineering an impact at organisational
level
Advise departments on Track and investigate Thoroughly investigate
service KPIs, SOPs, SLAs and complex cases that are not lapses arising from Develop the blue-print
service recovery procedures resolved within stipulated complaints, appeals or for quality management
SLAs and determine issues to identify systemic framework at PUB level
Handle customer feedback underlying causes issues and determine
received through QSM strategies to prevent future
hotline and QSM mailbox,
i.e. including managing Vet and draft replies for occurrences
challenging and sensitive complex cases that need to
callers be fronted by QSM’s Office Advise others (e.g. other
departments) on how
Draft proper replies in Identify, map and share to handle difficult or
accordance to the service with department QSMs exceptional cases
guidelines (e.g. action appropriate actions to
taken, contact officer) for improve areas identified Develop frameworks and
feedback to be fronted by the during dips in service provide guidance for
QSM office and for cross- standard handling complex cases,
departments or agencies including cases that require
cases Put in place frameworks co-ordination with external
and guidelines to support parties
Gather necessary information service staff in managing
across different departments challenging situations (e.g. Measure customer
and across agencies for managing unreasonable satisfaction (e.g. use of
a consolidated reply to customers and process for post-closure customer
customers
disengagement) satisfaction survey via
Identify issues and alerts SMS)
when cases are not closed Vet reports and
beyond the service standards documentation on service Develop strong
and understand the reasons quality KPIs for key relationships with other
for delay stakeholders municipal agencies for
efficient service solutioning
Recognise where there is non- Facilitate resolution of
compliance with processes complex cases that may
and gap in quality of replies require collaboration and
and case documentation in joint-solutioning across
system (for audits) departments or agencies
Manage all feedback received Establish and review
through PUB or OneService service measures for
channels, to resolution and quality standards and
apply the clearance guideline performance indicators
for replies to different type of
feedback (e.g. MP appeals, with changing context,
feedback from opposition needs and expectation
ward)

CUSTOMER SERVICE COMPETENCY FRAMEWORK | 30