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SERVICOM Compliance Evaluation Report

Ensuring Citizen-Focused Service Delivery

Usmanu Danfodiyo University, Sokoto, Sokoto State

December 14, 2015

SERVICOM Compliance Evaluation

Usmanu Danfodiyo University, Sokoto

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Table of Contents

Acronyms 3

Acknowledgement 4

Executive Summary 5

1.0 Introduction 10

1.2 SERVICOM Evaluation Index 11

1.3 Background on Usmanu Danfodiyo University, Sokoto 11

1.4 Mandate: 11

1.5 Vision: 12

1.6 Mission: 12

1.7 Objectives: 12

1.8 Structure of the Report 12

2.0 Methodology 13

2.1 Authorisations and Co-operation Sought 14

2.2 Discussions with Customers and Partners 14

2.3 Discussion with Management and Staff 15

2.4 Documents Review and Observation Checklist 15

2.5 Scoping and Mystery Shopping 16

3.0 Results and Findings 17

3.1 Results 17

3.2 Key Findings 18

4.0 Recommendations and Next Steps 22

4.1 Key Recommendations 22



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Acronyms

MDAs Ministries Departments and Agencies

FME Federal Ministry of Education

UDU SOKOTO Usmanu Danfodiyo University, Sokoto

PSD Partners for Sustainable Development

MSU Ministerial SERVICOM Unit

NO Nodal Officer

FO Focal Officer

SERVICOM Service Compact with all Nigerians

VC Vice Chancellor

NUC National Universities Commission



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Acknowledgement

We acknowledge the co-operation of the following for their contributions in the

course of the evaluation exercise:

S/No Names Designation

1) Mallam Adamu Adamu Honourable Minister of Education

2) Prof. Anthony G Anwukah Minister of State for Education

3) Dr. Shade Yemi-Esan Permanent Secretary, FME

4) Prof. Julius A. Okojie (OON) Executive Secretary, NUC

5) Prof. A A Zuru Vice Chancellor, Usmanu Danfodiyo University,

Sokoto

6) Prof A G Yahaya Deputy Vice Chancellor, Academic, UDUS

7) Prof M I Said Deputy Vice Chancellor, Administration, UDUS

8) Mallam M K Jabo Registrar, Usmanu Danfodiyo University, Sokoto

9) Prof. A A Balarabe Librarian, Usmanu Danfodiyo University, Sokoto

10) Mallam Y A Hassan Bursar, Usmanu Danfodiyo University, Sokoto

11) Prof. I A Mungadi Overseer, City Campus

12) Prof. M Z Umar Dean, Postgraduate School

13) Prof A A Aliero Dean Student Affairs, UDUS

14) Prof. M U Tambuwal Dean, Faculty of Education & Extension, UDUS

15) Prof. A A Magaji Dean, Faculty of Veterinary Medicine, UDUS

16) Dr Ibrahim Omar Medical Director, University Clinic, UDUS

17) Pharm Abubakar Ibrahim HOD, Pharmacy, UDUS

18) Dr Umar Bunza Focal Officer, UDUS

19) Col. A Y Gwandu (Rtd) Chief Security Officer

20) Mrs C. Ahmed Nodal Officer FME

21) Mr Yohanna Solomon NUC Representative



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Executive Summary

Date of Evaluation: 14th – 18th December, 2015

Score: 1.8 out of 4 (45%)

Ranking: Star (**)

Description: Fair

Findings:

Strengths:

The University has considered the interest of the students and the need to

improve the use of Library by establishing an e-library and also has an

internet facility through which students have access to browse and research

from anywhere around the campus. This guarantees relevance and currency

where the students have access to current e-books and trends in the literary

and academic world.

The University has provided information to its customers in a variety of ways

(internet and publications). This helps customers make informed choices and

services are easily accessible.

Students commended the non-existence of cult activities in the campuses

which has brought real security and tranquility to Usmanu Danfodiyo

University

Usmanu Danfodiyo University has standardized exams and records by

computerizing all aspects of records. This has reduced processing time of

transcripts to 48 (forty-eight) hours on application. Another encouraging fact is

that applicants can apply and process transcripts online.

Members of the communities around confirmed that Staff of the clinic are

empathic and professional in their interactions with them. The Clinic

management holds health talks on clinic days and also takes care of

dependents of staff of the University.



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Usmanu Danfodiyo University is rated high by the students, staff and partners

in the area of massive infrastructural developments. For example new Lecture

Theatres have been constructed for various faculties. Students and Lecturers

confirmed that these buildings have reduced incidents of overcrowded lecture

rooms and improved lecture participation by students because of the comfort.

Weaknesses:

Both Staff and students are largely ignorant of management policy thrust in

service delivery. For example, many interviewed have not seen the service

charter of the university which is still in draft form. Most of them do not know

about service standards which guide their work performance.

There is no record to confirm that performance measurement is regularly

conducted for the purpose of service improvement. This makes it difficult to

assess services rendered by Usmanu Danfodiyo University

There are no clear directional signs around the campus. This makes it difficult

for customers and visitors to identify various service points within the campus

and move around with ease.

It was observed that both staff (non-academic) and students do not put on

identity cards or name tags. This makes it difficult to differentiate them from

visitors or miscreants within the campuses.

Some of the toilet facilities were unhygienic, particularly in the lecture areas.

We were informed by a maintenance officer that finances were not released

promptly and the process involved in reporting incidences and actual fixing of

damages was too cumbersome, so the work usually takes a while to be

completed.

The relationship between students’ and the security personnel is confirmed by

most students interviewed to be very poor. Some students affirmed that staff

and the security personnel consider the students as subservient and do not

care about their plights as they do not have regard for the students while

addressing them.

The University does not have a customer care policy to guide both academic

and non-academic staff on treatment of customers e.g. promptness, courtesy,



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politeness, responsiveness etc.

The University does not have a policy stated in the charter that caters for the

poor, women and children.

The University does not have any officer designated to receive and handle

complaints. Students do not know who to complain to when service fails.

The SERVICOM Unit lacks full complement of staff (Focal officer and three

desk officers) required by the SERVICOM Office for effective planning and

implementation of service improvement activities within the University

There is no set time for processing of files within and between the various

departments. This makes it difficult to monitor file movement and determine

how long it takes for service to be provided.

Performance targets are not set for departments and individuals. Performance

cannot be measured against set standards and would make it difficult for

service improvement.

There is no evidence that feedback from service users are analyzed and

results published for the purpose of accountability and transparency

Recommendations:

Staff and students should be sensitized on management policy thrust in

service delivery. For example, contents of the service charter of the University

(when produced), should be made known and available to all, and posted on

the website. This would enable all know about service standards promised to

service takers and would guide their work performance.

The University should have records showing that performance measurement

is regularly conducted for the purpose of service improvement. This would

make it easy to access services rendered by Usmanu Danfodiyo University

The University should as a matter of urgency put clear directional signs

around the campuses. This would enable customers and visitors identify

various service points and move about with ease.

Staff and students should be encouraged to put on identity cards or name

tags. This would make it easy to identify visitors and miscreant within the



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campus.

The university should as a matter of priority refurbish all toilets, particularly in

the lecture areas, to make them usable and hygienic. This would reduce risk

of epidemic and diseases among students

Management should work on improving the relationship between staff

especially security personnel and students. This would make the students feel

safer and relaxed in terms of security. Exposing all staff to training on

customer care would assist in managing the relationship with students

professionally

Management should develop and publicize its customer care document that

communicates the University’s standards on treatment of customers e.g.

promptly, politely, courteously, responsively etc. this would further enhance

staff courtesy

The University management should have a policy stated in their charter that

caters for the less privileged like indigent and physically challenged students.

There should be robust performance management and reporting system in

place. Objective report from management should be regularly published and

lessons learnt worked on. This would influence employees and University

effectiveness and would enable management identify skills and competency

needs

A designated officer should be appointed by the University to receive and

handle complaints. Students need to know who to complain to when service

fails.

In line with SERVICOM guidelines, the Unit should be headed by the focal

officer assisted by three desk officers namely: Charter desk officer, Service

Improvement desk officer and Customer care/complaints desk officer.

Adequate training, office space and equipment should be provided for

effective running of the unit. This would better position them to drive the

service delivery initiative.

The University has to set time for processing of files within and between the

various departments. This makes it easy to monitor file movement and

determine how long it takes for service to be provided.



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Performance targets need to be set for departments and individuals (non-

academic staff). This is the only way Performance can be measured with set

standards and would make room for improvement.

Feedback from service takers should be analyzed and published. This would

promote transparency and accountability.

Conclusion

The SERVICOM index awarded to Usmanu Danfodiyo University, Sokoto is 1.80 out

of 4.0 (45%) which represents Two Star (**) and indicates ‘Fair’ service delivery.

Although this is far from praiseworthy, it is our belief that Usmanu Danfodiyo

University would aim at continuous improvement on the quality of service delivered

to its customers if the recommendations contained in this report are tenaciously

implemented.



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1.0 Introduction

The ultimate purpose of any well-meaning government is to serve citizens. Citizens

are served through the provision of services, which are intended to make positive

changes on the life and situation of the citizens. Such services are provided through

MDAs, which are allocated the human, financial, material and other resources for the

purpose of ensuring accountability and citizens’ right to quality and effective service.

This is not only respected but also enhanced by Government’s renewal of its

commitment to evaluating MDAs performance against the service standards set in

their Service Charters.

In this regard, government has strengthened the main service evaluation agency the

SERVICOM Office to support MDAs in developing and implementing Service

Charter. Government has also empowered SERVICOM to evaluate the performance

of MDAs and report its findings appropriately. The mandate of SERVICOM was

issued by Federal Executive Council in a circular Ref. No. CM.260/S.2/T.2/23 of 29th

November, 2012 is as follows;

1. To coordinate efforts by MDAs to formulate and implement Service Charters;

2. Regularly monitor and report to His Excellency, the President on the progress

made by each MDA in performing their obligations under their Charters;

3. To carry out independent surveys of the services provided to citizens by the

MDAs, their adequacy, their timeliness, customer satisfaction and widely

publicize the results to keep citizens fully informed;

4. To heighten public awareness of the damaging effects of service failure to the

Nigerian society and social structures; and

5. To promote attitudes by which citizens would recognise the need to challenge

service failure as their civil rights as well as responsibility.



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1.0 SERVICOM Evaluation Index

There is a subsisting presidential directive in circular, Ref. No. SGF.19/S.48/C.2/296

of 27th June 2005 that all MDAs be evaluated for compliance with the SERVICOM

Index. The Index measures the performance of an MDA or service window against

six dimensions, which are weighted according to their importance on the

implementation of Service Charter. These dimensions are:

Policy Commitment – 10%

Service Delivery – 25%

Customer – 20%

Organizational Effectiveness – 20%

Accountability – 15%

Innovation – 10%

1.1 Background on Usmanu Danfodiyo University, Sokoto

Usmanu Danfodiyo University, Sokoto (UDUS) (formerly University of Sokoto until its

change of name in 1988) has a long and proud history as a high-quality institution of

higher learning serving the educational and professional needs of Nigerians and its

students exchange programmes with the rest of the world. It was one of the second

generation universities established in 1975 by the Federal Government University.

The University operates two campuses, the main campus (situated about 12km north

of the city of Sokoto) and the City campus (which started as the temporary site)

situated along Sultan Abubakar road. The University has a post graduate school. It

runs a faculty system essentially with thirteen faculties. These are: the faculties of

Agriculture, Arts and Islamic studies, Education and Extension services, Law,

Science, Social Sciences, Management Sciences, Medical Laboratory Sciences,

Pharmaceutical Sciences, Veterinary Medicine and College of Health Sciences

(Basic Medical Sciences and Clinical Sciences). There are also six centres namely:

Centre for Islamic studies, Cibiyar Nazarin Hausa (Centre for Hausa Studies),

Sokoto Energy Research Centre, Centre for Peace Studies, Centre for Agricultural



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and Pastoral Research and Centre for Energy and Environment. It also has 76

Academic Departments and a General Studies Unit for General Studies. The

University has a staff and student population of 2,907 and 25000 (as at 2015)

respectively.

Mandate:

The Usmanu Danfodiyo University, Sokoto is established to perform the following

responsibilities:

Teaching- to advance knowledge, wisdom and understanding

Conduct research, design, develop and testing results

Promote community service for the common good

1.2 Vision:

“To be a centre of excellence in teaching, research and community service in all

fields of human endeavour”

1.3 Mission:

“To provide quality teaching, research and community service to all, under the most

conducive atmosphere, and in line with the national policy on education, irrespective

of social class, gender, race, nationality and religion“

1.4 Objectives:

The overall objective of SERVICOM Compliance Evaluation is to ensure citizen-

focused service delivery in MDAs. The specific objectives include identifying gaps in

service delivery and making recommendations to MDAs to improve customer

satisfaction and accountability

Structure of the Report

This report is structured into Six (6) sections namely:

i. Introduction: This section highlights the purpose and mandate of

SERVICOM, the SERVICOM Index, the background and mandate of UDUS,



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list of the evaluated service windows and the objectives of the evaluation.

ii. Methodology: This section discusses the rationale for the selection of UDUS

for evaluation and details of the processes followed in the evaluation.

iii. Results and Findings: Provides details of the scores generated through data

analysis and the findings are presented based on the SERVICOM Index Six

Dimensions.

iv. Recommendations and Next Steps: Presents recommendations based on

the findings identified in section three (iii). The section further proposes short

and medium term actions to be taken to remedy the identified weaknesses.

v. Opportunities, Lessons and Challenges: This section highlights the

opportunities for change and reform in UDUS to improve service delivery, the

lessons learnt and challenges faced during the evaluation exercise.

1.5 Annexes: This section presents additional documents and data used during the

evaluation exercise.

2.0 Methodology

The Usmanu Danfodiyo University, Sokoto was selected for SERVICOM compliance

Evaluation using FEC approved SERVICOM Index from December 14th – 18th, 2015.

The University was selected as a result of:

The Presidential Directive that all Government Ministries, Departments and

Agencies (MDAs) be evaluated for SERVICOM Compliance and

accountability

To ascertain the actual state of services provided to the public by the

university

The UDUS service is a necessity and thus has a high level of customer

interface

It provides educational and research services which directly impacts on the



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citizens and the economy

Evidence was gathered at the service windows evaluated through students

interviews, discussions with management, discussions with staff (academic and Non-

academic), discussions with partners (Alumni Association and Guarantee Trust

Bank,) review of key documents and general observations.

Services are provided to citizens by University through several Service Windows,

namely:

The following service windows were selected for evaluation at the Usmanu

Danfodiyo University, Sokoto:

Academics

Bursary

Health Services

Works and Maintenance

Exams and Records

Security

Students Affairs

Library

3.0 Authorisations and Co-operation Sought

To carry out this evaluation, SERVICOM Office wrote to the Honourable Minister of

Education, and Executive Secretary NUC as the supervising Office overseeing

UDUS, informing him of the SERVICOM Mandate, dates of the evaluation and the

purpose of the Compliance evaluation.

3.1 Discussions with Customers and Partners

Several customers and partners of the MDA were selected and interviewed. The

customers were asked questions on their perception of quality, value of service and

whether services meet their expectations. Partners of the University were also

interviewed.



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Discussion with Management and Staff

A meeting was held with the Deputy Vice Chancellor (Academics) and principal staff

of UDUS and questionnaires were administered to Staff, students and Partners. The

interview for the management staff centred on Policy Commitment, Service and

Organizational Effectiveness. Discussion with staff also focused on service delivery.

In addition, staff were asked questions on innovation and treatment of customers

Documents Review and Observation Checklist

Several documents were reviewed as evidence to support discussions with

management and staff. A list of required documents was sent to the UDUS two

weeks before the evaluation. Some of the documents requested include:

a. The Service Charter of UDUS

b. Evidence of consultation with stakeholders,

c. Performance Contract Documents;

d. UDUS Strategic Plan,

e. Training list,

f. Annual Report

g. Customer Care Policy,

h. Financial & Audit Report

i. Customer Increase/decrease and Satisfaction Surveys,

j. Record of Staff Training, etc.

A checklist of items and issues to be observed during the evaluation was also

prepared. Among the issues to be observed are:

a. Clear directional signs and signage,

b. Reception area,

c. Access needs for the physically challenged,

d. Available convenience and its accessibility by customers

e. Facilities for comments and suggestions,

f. Use of names tags by staff,

g. Displayed time to access service,



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h. Quality of information available for stakeholders including those with special

needs and vulnerable groups, etc.

3.2 Scoping and Mystery Shopping

As part of the scoping process series of meetings were held with the Nodal Officer of

NUC, as well as checking the website of UDUS ahead of the evaluation where

details of the exercise were discussed.



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4.0 Results and Findings

4.1 Results

The table below summarises the results of evaluation for Usmanu Danfodiyo

University, Sokoto, Sokoto State which was calculated as an average score of the

six (6) dimensions, based on a scale of 0 – 4 weightings for each indicator. The

overall score for Usmanu Danfodiyo University is: 1.8 out of 4 which is 45% as

detailed in Table below:

Composite score for Usmanu

Danfodiyo University

Overall Index score 1.8

Policy Commitment 1.7

Mandate & other Policy Documents 1.8

Budgetary Allocation and Release 1.7

The Service 1.8

Service Offer 2.5

Service Standard 1.6

Service Experience 1.3

Staff Attitude 1.7

Reward and Measurement Systems 1.5

Staff Orientation 1.5

Staff Relationships 2.5

The Customer 1.4

Perceived Quality 1.3

Perceived Value (Charges) 2.0

Expectation 1.0

Organizational Effectiveness 1.8



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Structure and Positions 1.3

Processes 1.0

Management Style 2.5

Partnership and Collaboration 2.5

Accountability 2.0

Staff Awareness of Action 2.0

Reporting 1.1

Innovation 2.0

Readiness for Change 2.0

Employee Capabilities Upgrade 2.3

Lesson learning 2.0

5.0 Findings

The findings presented in this section comprise an Index score and observations on

the quality of service delivery found at the service window.

5.0.1 Key Findings

Policy Commitment

Releases for capital budget are not adequate. This affects the timely

completion of ongoing projects like lecture theaters and hostels.

Many staff and students interviewed demonstrated low awareness of the

objective and goals of the strategic plan and service delivery policies of the

University.

The Service

The University does not have a service charter in place. Customers do not



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know what to expect or how they will be treated when they come to take

service.

There is no objective method for measuring and reviewing performance with a

view to raising standards. This affects service improvement planning and

curtails level of customers’ satisfaction

The University does not formally explain reasons for any poor performance.

This makes it difficult for students to know why UDUS cannot deliver on its

mandates.

There is no defined regular update to customers on reasons for delays. This

does not responsiveness to customers.

Some students confirmed that staff (security personnel especially) do not treat

them with sensitivity. For instance some students mentioned that some staff-

teaching and Non-teaching talk to them harshly. This makes the student

uncomfortable to approach them and afraid to complain for fear of

victimization.

The University does not have a complaints procedure and redress mechanism

in place. Its customers do know who or how to complain when services fail.

Summary of complaints received and actions taken over a period of time are

not analyzed and published for the benefit of customers to assure them that

their complaints are being handled

There are no clear directional signs directing customers and visitors on where

to go. This makes it difficult for customers and visitors to find their way around

the campus with ease.

Services are not adapted to cater for those with special needs. This makes it

impossible for physically challenged to move around with ease.

Reasonable explanations are not given for delays beyond standard waiting

time. This does not show sensitivity to customers.

Staff (especially non teaching) and students do not wear identity cards. This

makes it difficult to identify and differentiate between staff, students and

visitors.

Conveniences around the campus especially around lecture theaters are not

adequate and clean. This exposes users to the risk of infections and



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diseases.

Guidance and Counseling and other career advisory services are not provided

officially for staff. Thus staff may not be well informed about career choices or

changes as well as progression options which may affect their career

development as well as lower their morale.

The Customer

There is no documented evidence of feedback from the public as a follow up

to the meetings held with customers and members of communities. Thus

there is no indication that the views of the various customer groups are taken

into cognizance during the decision making process by Management of the

University

The University has not planned or implemented any customer satisfaction

survey. Thus the University can neither ascertain the customers satisfaction

level nor areas where improvement is needed

There is no record or report of the number of customers making repeat visits

to service points e.g. at the clinic. This makes it impossible to know reasons

for service failure or why there are repeat visits

The University does not have a customer care policy in place. Customers of

the University are not guided on how they will be treated when accessing

service.

Organizational Effectiveness

Performance targets are not set for non-academic staff, departments and

faculties. This makes it difficult to measure the performance and effectiveness

of individual staff or departments in service delivery

The name of the person in charge, customer service and complaints officer

are not displayed. The customers do not know who or where to complain

anytime there is service failure.

Staff do not wear name tags or appointment tags/badges. This makes it



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difficult to identify or differentiate between staff and visitors

The University does not have set standards for file movement within the

Departments. This causes delay in the service delivery process.

Accountability

There were no reports pointing to positive changes in standards, attitudes of

staff or other indices to indicate sustained service improvement and level of

customers satisfaction

Some kinds of reports sighted did not contain details of processes used by

service providers to manage customers’ expectations, issues and service

performance.

Absence of performance reporting system makes it difficult to demonstrate

customers’ right to quality service and to ensure that set standards are

adhered to by service providers

Information requirement of those with special needs for example the blind and

those who cannot speak English are not considered as there is no braille

facility or translation into any other language.

Innovation

There has not been any form of training on customer care for any member of

staff. Thus they are not sufficiently exposed to current trends in handling

customers

Training for non-academic staff is not regularly provided. This dampens their

morale.



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6.0 Recommendations and Next Steps

7.1 Key Recommendations

Policy Commitment

Releases for capital budget by the relevant Authority should be adequate and

regular. This would facilitate timely completion of various projects embarked

upon by the University like lecture rooms and hostels.

There should be deliberate effort by Management to regularly communicate

strategic objectives and goals to all groups of staff and students. It would not

be out place to make knowledge of policy objective a requirement for

promotion examinations. This would in the long run improve the level of

awareness to service delivery policies of Management

The Service

The University should urgently produce its service charter. This would guide

its customers on the services available, how to access them and what to do

when service fails.

Methods for measuring and reviewing performance with a view to raising

standards should be put in place and results should be regularly made public.

This would enhance service improvement planning and improve level of

customers’ satisfaction

The University should explain reasons for any poor performance when it does

not meet its set performance targets. This would enable customers know why

their expectations are not met.

Customers should be regularly updated on reasons for delays. Feedback on

these updates should be published in the public domain. This would show

sensitivity and responsiveness to students

Management should work on improving the relationship between staff

(especially security personnel) and students.



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Regular staff training on customer care should be carried out to expose staff

to current trends in handling customers. This would promote student

confidence and eliminates the fear to complain for fear of victimization.

Summary of complaints received and actions taken on justified complaints

should be periodically analyzed and published for the benefit of different

customer groups and report submitted to Management for service

improvement

The University should provide clear directional signs around the campuses.

This would enable both customers and visitors identify service points with

ease

Services should be adapted to cater for those with special needs e.g. ramps

should be provided. This would ease movement within and around the

campus

The University should endeavor to give explanations for delays which occur

beyond standard waiting time. This would show sensitivity to the customer.

Staff and students of the University should wear identity cards. This would

make it easy for staff, students and visitors to be identified and differentiated

for improved customer relationship and identification.

Conveniences around the campus should be kept tidy and neat. This would

reduce risks of infections and diseases.

The University should officially provide Guidance and Counseling and other

career advisory services for staff. The staff would greatly benefit from this

service as it will afford them the opportunity to make informed choices on

career moves which would enable them perform optimally on service delivery.

The Customer

Feedback from the public as a follow up to the meetings held with customers

and members of communities should be recorded, published and shared for

sustained service improvement as evidence that their views affect decisions

made by the University.



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Customer satisfaction surveys should be carried out by the University as a

way of knowing how the customers perceive services rendered by the

University. The recommendations that may arise from such surveys should

also be implemented

Number of customers making repeat visits to service points should be

recorded as this is a way of improving on time spent when waiting to take

service with a view to reducing such and resolving such issues so as to

minimize repeated visits.

The University should produce and publish its policy on customer care to

guide staff on current trends in handling customers. By doing this, the

customer would be aware of how the University intends to treat them.

Organizational Effectiveness

Performance targets should be jointly set and agreed for all staff, Faculties,

Departments and Institutes. This will make it easy to measure and monitor the

performance against set targets aimed at achieving the corporate objectives

of the University.

All staff and students should be made to put on identity cards or name tags.

This would make it easy to identify visitors or miscreants within the campus

The University should make it a priority to monitor and ensure that all files are

treated within he specified timeframe of 48 hours by properly tracking file

movement from one office to another to efficiency and timely treatment of

documents.

Accountability

The University should constantly prepare reports pointing to changes in

service standards, attitude of staff or other indices to indicate sustained

service improvement and level of customers’ satisfaction. This would promote

transparency and accountability



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All reports should contain details of processes used by service providers to

manage customers’ expectations, issues and service performance to sustain

service satisfaction

There should be a robust performance management system in place.

Objective report from Management should be regularly published and lessons

learnt worked on. This would enable Management identify skills and

competency needs

Information requirement of those with special needs for example the blind and

those who cannot speak English Language should be provided to ensure

inclusivity in the service delivery provision

Innovation

All staff particularly frontline staff should be adequately trained on customer

care to expose them to current trends in handling customers.

Training for non-academic staff should be carried out regularly. This would

boost their morale and enhance productivity

Next steps

Although the question of how these recommendations might best be implemented is

a Management issue for the Usmanu Danfodiyo University, Sokoto, SERVICOM

Office will work with the Management of UDUS and its SERVICOM Unit to develop

and guide the implementation of appropriate Service Improvement Plans.

Opportunities, Lessons and Challenges

Opportunities

Usmanu Danfodiyo University has the goodwill and workforce required to hit

the sky as one of the most innovative Universities in Nigeria



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A number of research breakthroughs exist in favour of the University (solar

and windmill powered sources of electricity). This should be harnessed and

manufacturers be sensitized to utilize these research opportunities

Another opportunity is in its global outreach. Linkages and different chapters

of alumni associations are making the university a global entity. This could be

well utilized

Lessons

Key lessons from this evaluation include:

The evaluators were confronted with a general lack of service excellence

awareness among the staff and students.

Expectation for service excellence is low, as students do not challenge poor

service as a right

Challenges

The University had just resumed so it was a little hectic getting returning

students as those who were around only came to register and go back for

their Christmas holidays.

A cross section of students reported that security personnel most of the time

shout at students and do not give consideration to the needs of students

Many students were reluctant to speak to evaluators around the lecture Room

areas for fear that they would be identified.

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