In order to get buy-in, change must be not only attainable, but sustainable. It is easy to slip back into old habits and do what is comfortable; however, this will not help complete the change. Change must be incremental at first, so the old is not so far away, yet consistent, so small changes make dramatic leaps forward before you know it. The change must also be successful to the customer. The customer must “feel” the change in order to remain positive and make positive comments to staff that are often starved for positive feedback. Sustainable change will become a solid foundation for improvement. Sustainable support from executive management will go a long way towards staff taking the change not only seriously, but also applying it consistently.
Does your organization strive to get customers involved in development services-related performance improvement? Most communities have recognized that creating a public/private partnership with customers for managing services is essential for existence. Customers want you to succeed, but they have to be involved to help you. Experience has shown that creating a partnership, involving customers sincerely in your day-to-day challenges will create opportunities for support for resource additions, better communication, and at a minimum an appreciation for how hard your job is. Yes, you read it correctly. Development services is a tough business.
Your government agency has embarked upon a journey to improve customer service in the development processing system. A number of significant changes are anticipated, including a more co-located “one-stop” development services center, shifting to a project-oriented approach when processing applications, and an enhanced information technology and communication system. Can these changes happen? They can, but you must challenge staff and yourself to “suspend disbelief”. What is this challenge you ask? This challenge begins by looking at the basic definition of disbelief.