EXSITE! Prioritizing improvement opportunities

EXSITE! Prioritizing improvement opportunities
  • If clear service 'gaps' (i.e. significant differences between stakeholders' expectations and their satisfaction with your performance) are evident, then you will need to decide what action to take, consistent with the needs of your unit.
  • First you should list all the service gaps that have been identified
  • Identify those gaps that are relatively common across all areas of your unit or department and all stakeholders interviewed 
  • Where your service may be performing above your stakeholders' expectations, consider whether this 'over-servicing' delivers value in other ways (for example, better than expected response times may be maintained for efficiency, not stakeholder service reasons), or whether you have the opportunity to utilize resources better by directing them to areas where there is under-servicing 
  • Identify the causes for perceived poor performance in the areas identified, keeping in mind that there are likely to be several causes in each case.  Some may be relatively easy to address, but, more likely, the solutions will be more complex. 
  • Consider whether two strategies may be needed–one to address 'high leverage issues', i.e. key service improvements needed across the board which, if addressed, will contribute significantly to stakeholder satisfaction, and another for specific service improvements for specific areas or stakeholder groups 
  • Where there are more improvements identified than you have the time or the resources to address, agree on the criteria you will use to select the high leverage improvement opportunities 
  • The tables in the worksheets section will give you some models for prioritizing improvement plans, and in particular, may help you get started
  • Prioritize service improvements according to where your actions will have the most leverage, and select those actions that are most suitable for you to take
  • Identify the nature of change that needs to be made, keeping in mind that it is usually easier to change processes than behaviors.  Often you will be able to change some factors that have a great deal of influence on other factors, so great improvements can be made through one intervention.




Adapted from 2004 Monash University ABN 12 377 614 012  Last updated: 23 May 2005 – Maintained by cheq@adm.monash.edu.au