natgillin/translations-raw huggingface dataset:
Hvad der er nyt er, at man er begyndt at tænke på og eksperimentere med foranstaltninger til at definere standarden af service set fra forbrugerens synspunkt.
The starting point for the NCC was to get information from consumers about their needs and preferences, to determine the standards of service that are important from the consumer point of view.
(110) i lokale myndigheder, som allerede var indstillede på at »tjene kunden«, blev de forskellige afdelinger bedt om at angive, hvilke standarder de satsede på.
The consumer information collected was both quantitative and qualitative, and sometimes relied on "proxy" indicators.
Undersøgelsen fandt, at de fleste ikke kunne give nogle eller kun havde vage, ikke-arbejdsmæssige forestillinger. For eksempel sagde én »at gøre alle mennesker glade«.
That is, the NCC not only determined what parents of children under five said they wanted in the way of day care, but also estimated need by looking at proxy indicators such as number of single parent families, whether and where mothers work, indices of social stress etc.
Mange offentlige organisationer er ved at udvikle en sofisticeret holdning til at definere forbrugerorienterede standarder for ydelsernes kvalitet.
The exercise has been quite successful in focussing local government officers' minds on the consumer, and has been taken up by the Local Government Training Board in its activities with authorities throughout the UK.
Især i sundhedssektoren i Storbritannien, Holland og andetssteds er »kvalitetssikrings« holdningen blevet lånt fra den private sektor, hvor producenter opstiller standarder for et produkt og dets produktion og gør noget ved det, hvis disse standarder ikke opfyldes.
Authorities are being encouraged to use consumer information to set standards, to monitor comparative performance across authorities (in Kent, councillors were shocked into action when comparative survey results told them "You are bottom of the pile" among
ikke altid tilfældet med kvalitetssikringsprojekter, hvor mange kun inddrager medarbejdere, når standarderne opstilles.
neighbouring authorities) and to shift targets upwards as earlier consumer targets are achieved (in Portsmouth, information from housing consumers concerning helpfulness of repair staff was used to set targets of tenant satisfaction; when those target levels were met, even higher targets were set).
Dette er ikke ideelt, da forbrugernes og serviceleverandørernes synspunkter om, hvad der er god service ofte er modstridende.
The leaflets provide a consumer checklist that can be used by the public, not just the staff, to assess service standards.
For eksempel har en række undersøgelser af socialrådgivere i Tyskland (69) illustreret farerne ved at sætte lid til at bede serviceleverandører om at definere service af god kvalitet.
This consumer aspect of standards setting is very important, but also very contentious.
Der var stor forskel på, hvorledes socialrådgivere og deres kunder definerede standarderne for god service.
It is clear that consumers need some sort of yardstick to determine whether a service is poor.
I en af de tyske undersøgelser blev socialrådgivere spurgt om hvilken type hjælp, de mente, folk ønskede, og svarene fokuserede på sådanne ting som sympati, frihed til at drøfte personlige problemer m.v.
If a train does not arrive at the time published in the schedule, the consumer knows the service is poor.
Men da klienterne selv blev spurgt om, hvad de ønskede, fokuserede de på praktisk hjælp.
But if it takes six months wait to get space in a home for the elderly, is that poor? Should the consumer complain?
Det er nødvendigt at inddrage forbrugere, når der skal opstilles standarder for præstation.
Without published performance standards, there is no way of knowing.
Denne viste, at kun 16 pet. af lægerne mente, at patienter burde spille en rolle i at opstille standarder for god praksis, selv om 87 pet. af patienterne mente, at lægerne burde gøre mere for at finde ud af, hvad patienter mente om deres praksis (32).
These kinds of performance standards would constitute real consumer information - not just a list of what services exist, but also a public commitment to a particular standard of service.
Sådanne forskelle rejser store spørgsmål om professionalismens rolle i serviceleveringen, og dette vil blive udforsket nærmere i 4. del.
Not many agencies do this. In the US, hospital-by-hospital figures were released in 1986 showing mortality rates - crude, but they generated enormous discussion of consumer issues in the media.
Der er mange tilfælde, hvor forbrugerne og medarbejderne har vidt forskellige synspunkter om, hvad der er godt for forbrugere.
Authorities are understandably reluctant to publicise information which bears on standards of service.
Det er hvor den offentlige sektor er så forskellig fra den private sektor.
61 per cent of all local authorities now have some form of decentralised system.
Som Polliti udtrykte det (122): den offentlige sektor skaber store »ydre ting«, hvilket den private sektor ikke gør, på den måde, at den offentlige sektor er ansvarlig for kvaliteten af alles liv og ikke blot for den kunde, som modtager ydelsen.
In Spain, decentralisation began in Madrid in 1979 and is now judged to be 80 per cent complete, with 18 self-governing districts.
Ikke desto mindre er det lykkedes et antal organisationer (f.eks. Bloomsbury District Health Authority (distriktssundhedsmyndighed) i London) (90) at bevæge sig mod en vis form for forbrugerdefinerede standarder.
Many French towns and cities have been decentralised, e.g. Lille started to decentralise in 1975 and, with ten neighbourhood town halls, decentralisation was complete by 1987.
Den institutionsmæssige absorption af disse informationer er det væsentlige skridt mod at opstille standarder.
In Greece a 1985 government report called for decentralisation from central to local government (as of 1988. this had not been implemented).
De gør ofte dette ved hjælp af to­vejs diagrammer, som er udarbejdet for at klarlægge meningsforskelle mellem forbrugeres og leverandørers syn på servicestandarder.
Other, related, objectives include increasing local accountability, enhancing community development, promoting equal ©Ipftørtiirøitdies, raising political awareness, projecting a better public relations image, improving job satìsActtìon..
Vigtig
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Det betydningsfulde resultat er, hvilke standarder der kommer frem i den øverste venstre felt (vigtig, men som anses for at have haft ringe succes) for forbrugere og hvilke standarder for leverandører.
Getting decentralisaton to happen is difficult. In one local authority in the UK (Islington, London), after the political decision was taken to set up some decentralised services, arguments raged in headquarters over how this was to be done, what would be retained at the centre, etc.
Sådanne resultater bliver systematisk givet til personalestudie­grupper for at fokusere drøftelser om betingelserne for god service, for at stimulere fremkomsten af løsninger og for at opstille standarder, som man skal satse på.
A journal article described what happened (126): 'In the midst of these disputes, fate took a hand in the form of a burst water main outside the central office in the second day of what was to be a six-week long water workers' strike - forcing the dispersal of the 200 headquarters staff to 15 day and residential units.'
Midt i 1980'erne benyttede Northern Ireland Housing Executive (boligudvalget i Nordirland) denne metode. Det blev for eksempel opdaget, at personalet undervurderede den betydning, som forbrugere lægger på at have et godt offentligt ry.
Much of the literature is preoccupied with the process and mechanics of decentralising. Nonetheless, research on impact is starting and results are emerging.
Dette resultat blev så diskuteret og debatteret i detaljer i personale »kvalitets­servicegrupper« for at afgøre, hvad det betød og hvad der skulle gøres ved det.
The present paper, however, is intended as a brief overview of all developments in consumerism, and so we will extract only a few major points, recognising that it is merely skimming the surface of the subject.
I det nordirske eksempel fandt man, at der i alt var seks servicestandarder (ud af 13), hvor personalets og forbrugernes synspunkter ikke harmonerede med hinanden, d.v.s. personale og
D Decentralisation can make services more responsive, particularly in housing, but because the establishment of a local neighbourhood office raises consumer expectations of service, demands for service can rise quite dramatically and therefore response times can actually lengthen.
forbrugere havde forskellige synspunkter om disse bestemte standarder var vigtige præstationsindikatorer.
social services, housing, etc. may tend to be the most disadvantaged consumers, those with the most intractable social problems, and so overall improvement is even more difficult to detect.
I Storbritannien har National Consumer Council (det nationale forbrugerråd) (NCC) sammen med to lokale myndigheder — i Newcastle og i Cambridgeshire — for nylig gennemført en omfattende øvelse for at udvikle en række forbrugerorienterede præstationsindikatorer for tjenesteydelser inden for følgende områder: boliger, dagpleje, biblioteksvæsen, renovation og gadebelysning (110).
D A network of smaller, autonomous, decentralised units can be more confusing to consumers than centralised service; in France, for example, the divisions of responsibility among newly decentralised services are reportedly not well understood and are causing confusion.
Formålet var at opmuntre alle myndigheder til at sætte sig præcise mål for præstation, og hvad der var vigtigt, at forsyne forbrugere med oplysninger, som ville gøre det muligt for dem at vurdere det offentliges præstation og således presse for forbedringer, hvor det var nødvendigt.
In the UK, of the 61 per cent of local authorities that have some form of decentralisation most - four fifths - have decentralised only one service, which can lead to confusing fragmentation.
Udgangspunktet for NCC var at indsamle oplysninger fra forbrugere om hvad de havde brug for og foretrak, samt at afgøre hvilke servicestandarder forbrugerne mente var vigtige.
C Decentralisation of service delivery structures has often not been accompanied by decentralisation of decision making processes, a situation which in the words of the Prime Minister of France, "doesn't make sense" (2).
De indsamlede forbrugerinformationer var både kvantitative og kvalitative og afhang somme tider af »stedfortræder« indikatorer. D.v.s.
If decisions still have to be referred up the line to the centre, there seems less point to decentralisation.
Øvelsen har været ret vellykket til at fokusere lokale myndigheders embedsmænds tanker på forbrugeren, og Local Government Training Board (de lokale
Getting geographically closer to the consumer through decentralisation does not necessarily, in practice, make services more consumer-responsive, or changed in any way at all.
myndigheders uddannelseskommission) har benyttet den i sit arbejde med myndigheder overalt i Storbritannien.
It can be "window dressing", mere mechanics, if it is not motivated by a genuine desire to serve the consumer better.
Men NCC udarbejdede også en række pjecer, som var beregnet til at blive brugt af forbrugerne selv.
The personnel an agency recruits, and how they are trained, promoted and paid, clearly play a crucial role in the kind of service the agency delivers.
Pjecerne giver en forbrugerkontrolliste, som kan anvendes af publikum, ikke blot af personalet, til at vurdere servicestandarder.
Public sector organisations are increasingly thinking about, and experimenting with, new personnel practices that will favour consumeroriented service.
Dette forbrugeraspekt med at opstille standarder er meget vigtigt, men også noget af et stridsspørgsmål. Det er tydeligt, at forbrugere har behov for at have en eller anden form for målestok for at afgøre, om en service er god eller dårlig.
RECRUITMENT Recently, a job advertisement for a post in local government appeared in a British newspaper announcing that the authority "...is customer oriented and only those prepared to dedicate themselves to the needs of clients need apply" {Guardian 17 June 1987).
Uden offentliggjorte præstationsstandarder er der ingen måde, hvorpå man kan vide det. Præstationsstandarder af denne art ville være reelle forbrugerinformationer, ikke blot en liste over hvilke ydelser der findes, men også en offentlig forpligtelse til en bestemt s ervi ces tandard.
A strong view is apparent in the literature, and emerged in interviews conducted for this paper, that bringing about consumeroriented change is dependent to a large part upon the individual personality of the public servants involved - that some will readily and enthusiastically adopt a consumer orientation, that others will not, and that those who will not should be left alone, not forced to go along with change.
I USA blev tal for forskellige hospitaler udgivet i 1986, der viste dødelighedsprocenten — det var barsk, men det
Therefore, recruiting the right new staff becomes important in page promoting consumer service.
En af de tydeligste måder, hvorpå man kan »komme tæt på kunden« er netop det: at komme fysisk, geografisk nærmere det publikum, som modtager ydelserne. I Storbritannien har 61 pet. af alle lokale myndigheder en eller anden form for decentraliseret forvaltning. I Spanien begyndte decentraliseringen i Madrid i 1979 og regnes nu for at være 80 pet. gennemført med 18 selvstyrende distrikter.
Speaking at an international conference on consumerism, the Controller of the Audit Commission in the UK responsible for monitoring quality of service in local government argued the need for a consumer approach because, "It has become increasingly difficult to entice high quality local citizens into local government which is seen as a low status activity" (35).
Mange mindre og store byer i Frankrig er blevet decentraliserede, f.eks. begyndte Lille at decentralisere i 1975, og med ti mindre rådhuse var decentraliseringen . tilendebragt i 1987. Decentraliseringen af kommuner finder også sted i Holland, Italien og Sverige.
Others too have suggested that adopting a consumer approach will counteract such morale problems, that it provides "a sense of purpose" (142) that will rejuvenate image and practice in the public sector.
Decentralisering af den stærkt centraliserede nationale regering blev vedtaget i Frankrig i 1982.
TRAINING It is not possible to tell staff, "Be consumeroriented"; they must be taught how to do the job in a manner different from that previously used.
I Grækenland krævede en regeringsrapport fra 1985 decentralisering fra centralt til lokalt styre (i 1988 er dette dog endnu ikke blevet indført).
Providing consumeroriented service requires new professional skills at all levels, not just making counter staff aware that they must speak courteously to consumers,
Andre beslægtede målsætninger omfatter at øge lokal ansvarlighed, at forbedre lokalsamfundets udvikling, at fremme ligestillingen, at øge politisk forståelse, at give et bedre public relations image, at forbedre trivsel på arbejdspladsen.
For example, do staff in contact with the public know enough about all the authority's policies to be helpful to the consumer?
En enorm mængde litteratur er blevet skrevet om decentralisering, men en nylig oversigt peger på at: »Der har været en mangel på evaluerende arbejde om decentralisering« (154).
Do they have the "people skills" of listening, helping, defusing conflict? Do they know how to write a short letter using simple words?
Den samme oversigt fortsætter: »'Det er nok at indføre decentralisering uden samtidig at forsøge at ransage alt, hvad vi gør for at se om det virker perfekt' er en forståelig reaktion«.
Managers, too, need all these resources, and more: how to run or commission market research; how to manage a decentralised operation; how to set up a complaints procedure.
Det er ikke let at indføre decentralisering.
But commitment to in-service training in the public sector, whatever the subject, has generally been inadequate in most EC countries.
I én lokal myndighed i Storbritannien (Islington, London) var der, efter at den politiske beslutning var blevet truffet om at oprette nogle decentraliserede ydelser, skænderier på hovedkontoret om, hvorledes dette skulle gøres, hvad der skulle forblive på centret m.v.
In France, Paul Ripoche, director of the Association for the Improvement of Relations between the Administration and the Public, noted that "further training for civil servants is not really training at all, in the sense of developing the human capital and the creativity of the service.
vi erkender, at vi kun beskæftiger os meget overfladisk med emnet.
In Denmark, the Local Government Training Centre has developed a unique five-day video and audio training package to improve the skills and awareness of all staff who have to come in contact with the public.
Π Der kan være en tendens til at de mennesker, som bruger de decentraliserede kontorer i forbindelse med sociale ydelser, boligspørgsmål m.v., er de mest ufordelagtigt stillede forbrugere, de personer, der har de sociale problemer, som er vanskeligst at løse, og den generelle forbedring er derfor endnu vanskeligere at spore.
INCENTIVES A number of public sector organisations are experimenting with reward schemes to reinforce consumeroriented service.
D Et netværk af mindre, selvstyrende, decentraliserede enheder kan være mere forvirrende for forbrugerne end en centraliseret service; i Frankrig er det f .eks. efter forlydende svært at forstå opdelingerne af ansvar blandt nyligt decentraliserede tjenesteydelser, og det skaber forvirring.
The natural resistance to change is strong and authorities in the Netherlands, the UK and elsewhere are trying to introduce incentives to overcome this resistance.
I Storbritannien har de fleste —fire femtedele — af de 61 pet. af lokale myndigheder, som har en eller anden form for decentralisering, kun decentraliseret én tjenesteydelse, hvilket kan føre til forvirrende fragmentation.
The incentive schemes being tried are often modest in the extreme, i.e. small cash awards or prizes for coming up with a good consumer idea or practice; but in some cases the cash awards are large, and sometimes general up-grading in salary is negotiated to facilitate consumeroriented service.
D Decentralisering af serviceleveringens struktur er ofte ikke blevet ledsaget af decentralisering af beslutningsprocesser, en situation som med den franske statsministers ord: »...der ikke er nogen mening i« (2).
There is at least a potential for consumeroriented service to be incorporated as a routine element in performance appraisal and performance-related pay schemes, but this appears to have been very little developed so far.
Hvis beslutninger stadig skal henvises opad til midten, lader der til at være endnu mindre mening med decentralisering.
What is worse, as a recent OECD publication (114) pointed out, is that existing performance incentive schemes may actually militate against good consumer service.
At komme forbrugeren geografisk nærmere ved hjælp af decentralisering gør ikke nødvendigvis i praksis ydelser mere lydhøre over for forbrugere eller forandrede på nogen måde overhovedet.
In one public authority, an attempt to increase responsiveness to the consumer through training and by encouraging staff to take time to listen to the consumer failed, because the policy
G Decentralisering kan kun blive vellykket, hvis den finder sted i forbindelse med ændrede holdninger. Den kan være
conflicted with a performance incentive scheme based on increased daily case through-put.
7 blot mekanik, hvis den ikke er motiveret af et oprigtigt ønske om at tjene forbrugeren bedre.
Thus it is necessary for an organisation to ensure that all its personnel policies are consistent with consumer service.
Det personale, som en organisation ansætter, og hvorledes medarbejderne uddannes, forfremmes og lønnes, spiller klart en vigtig rolle i den slags service, organisationen leverer.
PROMOTION There is another, more fundamental, inconsistency in personnel policies: those staff in direct contact with the consumer are often at the lowest level of the organisation, and if they are good at the job they are promoted up, and consumer contact.
Organisationer i den offentlige sektor tænker i stigende grad på og eksperimenterer med ny personalepraksis, som vil være gunstig for forbrugerorienteret service.
In the UK, in Walsall Housing Department, a new career structure has been created for housing officers in decentralised neighbourhood units, permitting them to rise up the administrative hierarchy while remaining in direct service to the consumer.
REKRUTTERING I 1987 var der en annonce for en stilling i en lokal myndighed i en britisk avis, som bekendtgjorde, at myndigheden » ... er forbrugerorienteret, og kun de personer, som er forberedt på at hellige sig klienternes behov, bør søge« (Guardian, den 17. juni 1987).
In Germany, in the Hamburg police department, a new post of special foot patrol officer has been created: those who have skills at establishing good relations with the public can now be promoted as high as Inspector grade while still staying on the beat.
Det var blot en af mange annoncer med lignende ordlyd, som organisationer i den offentlige sektor har brugt til at rekruttere personale i forbindelse med at indføre deres nye forbrugerorienterede filosofi.
These very senior and experienced officers are given a great deal of leeway to use their time on the streets as they see fit and the head of the Hamburg police force has reported that the scheme has lead to a "very positive reaction of the general public (95).
At ansætte det rigtige nye personale er derfor meget vigtigt, når man ønsker at fremme en forbrugerorienteret service.
But you cannot just "order" previously de-valued staff to participate in down-up developments.
Det er interessant, at hvorimod nogle myndigheder anvender rekruttering til at fremme en forbrugerfilosofi, forfægter andre lige det modsatte: nemlig brugen af en forbrugerfilosofi til at fremme rekruttering.
New procedures and structures are being introduced in Sweden, France, the UK and elsewhere specifically to encourage better two-way internal communication.
I en tale på en international konference om forbrugerisme argumenterede chefen for revisionsafdelingen i Storbritannien, som er ansvarlig for at kontrollere kvaliteten af den service, lokale myndigheder yder, for nødvendigheden af at have en forbrugerorienteret holdning, fordi »det i stigende grad er blevet vanskeligt at friste lokale borgere af høj kvalitet til at arbejde for lokale myndigheder, da det anses for at være et arbejde med lav status« (35).
Opportunities are built into the work routine for junior staff and the management to sit down together and discuss consumer service issues and problems in an open, non-threatening setting.
I Frankrig (147, 84) er det også blevet bemærket, at moralen i den offentlige sektor er lav og at dette problem kunne modvirkes ved at bruge en forbrugerorientering.
That is the essential concept behind a number of initiatives, including Quality Circles, Service Days, Customer Care Groups, etc., now taking place in the public sector in Europe.
Andre har også foreslået, at hvis man bruger en forbrugerholdning, vil det løse sådanne problemer med moralen, da denne holdning giver »en følelse af mening« (142), som vil bringe nyt liv i den offentlige sektors image og metoder.
The Local Government Training Board in the UK has provided detailed guidelines on how to plan and run Service Days in an authority (101).
Uafhængige evalueringer af et forbrugerorienteret projekt i en lokal myndighed i England (se oplysninger om Walsall-programmet i tillægget) giver i en vis grad et bevis på, at forbrugerorientering kan føre til større trivsel på arbejdspladsen, hvilket et projekt i Sverige også viser (se tillægget).
They involve setting aside specific periods of time away from the office, in a relaxed environment, bringing together representatives from all levels ("Frontline staff are essential") with an agenda to discuss specific questions (e.g. who are our consumers, what do consumers think is good service, what are the barriers to good service).