Public service through better service

The decision to introduce mandatory customer service training for public servants is a necessary direction in improving the quality of government service delivery. Public institutions exist to serve citizens and the standard of that service must extend beyond efficient systems, modern buildings and digital platforms. Respect, courtesy, professionalism and accountability must remain central to every interaction between the State and the people.
Public Service Minister, Zulfikar Ally’s warning that public servants who deliberately give citizens “a hard time” could face disciplinary measures is a clear acknowledgement of a problem that has long clouded the public service. Complaints about the treatment received at government offices have persisted for years, with citizens frequently expressing frustration over delays, poor communication, dismissive attitudes and difficulties obtaining services to which they are entitled.
While significant improvements have been made in public service delivery, there remains considerable room for improvement. Modernisation must be measured by the quality of the human interaction at the point of service remains equally important.
A citizen entering a government office should not have to feel as though a favour is being requested. Government services are funded through public resources and are established to meet the needs of the population. Every citizen therefore deserves to be treated with dignity and respect, regardless of social status, occupation, location or the nature of the service being sought.
Minister Ally’s emphasis on customer service training is particularly relevant against this background. Professionalism cannot be assumed simply because a person holds a public service position. Customer service requires communication skills, patience, courtesy, problem-solving and an understanding of the responsibility attached to serving the public.
The announcement that more than 3,480 public servants have already received training in areas including professionalism and ethics, ICT literacy, project management, digital transformation and customer service is encouraging. Such programmes must continue and become an integral part of the public service culture rather than a one-time exercise.
The proposed introduction of QR codes at public facilities to allow citizens to rate the service received also deserves attention. Properly implemented, such a system could provide agencies with useful information about recurring weaknesses and individual performance. Complaints should not automatically be treated as proof of misconduct, but repeated and credible complaints should trigger examination and, where necessary, corrective action.
Accountability must, however, be accompanied by fairness as a feedback mechanism should have safeguards against malicious or inaccurate complaints, while providing public servants with an opportunity to respond to allegations. The objective should be improvement, not punishment for its own sake.
The strongest aspect of the minister’s position is the recognition that infrastructure and technology alone cannot transform public service delivery. A new service centre can shorten travel and improve accessibility. A digital platform can reduce paperwork and waiting times. Yet, when citizens eventually have to interact with a public servant, poor treatment can undermine the benefits of every other reform.
There is also a responsibility on public servants to recognise the significance of the role entrusted to them. A routine interaction at a government office may represent an important matter for a citizen, whether involving a birth certificate, passport, licence, pension, social assistance, land transaction or another government service. Courtesy and professionalism in such circumstances are not optional extras; they are fundamental requirements of effective public administration.
Government must therefore ensure that customer service training is supported by clear service standards, effective supervision, accessible complaint mechanisms and consistent consequences for misconduct. Performance should be assessed not only by internal administrative targets but also by the quality and accessibility of services delivered to the public.
The transformation of Guyana’s public service requires a culture in which efficiency and courtesy become inseparable from public administration.