Agri ministry’s service report reveals persistent gaps despite improvements

The Ministry of Agriculture, Fisheries, and Mining (MoAFM) has reported an overall customer satisfaction score of 80.3 per cent for the 2022–2023 fiscal year, representing a modest increase from the prior year’s 79 per cent.

While the ministry’s Customer Service Branch, which conducted the assessment, notes progress across staff responsiveness and access, the survey also highlights considerable areas still in need of improvement.

The annual survey, which garnered feedback from 1,306 customers, evaluated nine entities and six divisions within the ministry across four dimensions: staff responsiveness, access and facility, communication, and reliability of service. Despite some improvements, satisfaction with the reliability of service remains inconsistent, with some divisions failing to meet the Government of Jamaica’s 80 per cent benchmark.

Within the four areas of focus (staff responsiveness, access and facility, communication and reliability of service) the six core divisions were rated as above.

The National Fisheries Authority (NFA) achieved the highest satisfaction rating among entities at 84 per cent, while the Plant Quarantine Produce Inspection Branch (PQPI) led divisions with an 86.6 per cent score. However, such pockets of high performance did little to mitigate lower satisfaction scores across other entities, with areas like the Agricultural Marketing Information Division (AMID) showing a notable shortfall in reliability, rated at 77.1 per cent. The ministry’s data highlights gaps in resource availability and follow-up systems, underscoring the disparities in service quality.

Of the four dimensions measured, staff responsiveness scored the highest at 82.7 per cent, reflecting relative success in areas where customers interacted directly with ministry staff. However, reliability and consistency in service remain significant concerns. In the AMID, despite an overall improvement to an 83.2 per cent satisfaction rating, reliability of service lagged with a score of just 77.1 per cent. This disconnect between individual staff interactions and broader service dependability underscores weaknesses in the ministry’s ability to provide consistent support.

Communication was another area marked by lower satisfaction, receiving an average score of 79.4 per cent. Divisions such as ALMD faced criticism for slow response times and a lack of timely updates, with respondents indicating a clear need for streamlined, responsive communication. These issues reflect broader shortcomings in internal systems, where a lack of coordinated communication affects overall service delivery.

The ministry’’s entities experienced mixed results: four entities (NFA, RADA, JACRA and JAS) improved on their ratings from last year, one entity (NIC) had a similar rating from last year while three entities (JA 4H, JDDB and AIC) saw a decline in their ratings from last year.

The survey, which was released earlier this week, revealed wide discrepancies in customer experience across the ministry’s divisions. Three of the six divisions exceeded the 80 per cent benchmark, with the PQPI earning the highest score at 86.6 per cent, followed by the Veterinary Services Division (VSD) and AMID. PQPI’s high rating reflects positive responses to its accessible facilities and responsive field officers, offering a model of effective service within the ministry.

On the other end, Agro-Investment Corporation (AIC) and Jamaica Dairy Development Board (JDDB) both saw declines from the previous year, with respondents citing issues related to efficiency and communication as ongoing problems. Although the ministry’s Public Gardens Division (PGD) was included in the assessment for the first time, its score of 77.3 per cent indicates that new areas of service may also face quality challenges from the outset.

A notable shift in customer preferences emerged in this survey, with over half of respondents indicating a desire for digital service options. Yet, the ministry’s current offerings fall short, as in-person access remains the dominant mode of interaction, with 55 per cent of respondents accessing services via walk-ins and 22 per cent by telephone. The lack of robust digital platforms is contributing to customer frustration, particularly in areas where resource limitations and follow-up delays are common complaints.

The ministry’s Customer Service Branch acknowledged this demand for digitalisation, but the gap between customer expectations and current services highlights the ministry’s struggle to modernise effectively. While discussions of digital expansion are ongoing, the ministry’s existing infrastructure remains a significant constraint.

Need for overhaul in service delivery

The report’s recommendations underscore the need for critical reforms, particularly in divisions falling below the satisfaction benchmark. For ALMD, with a satisfaction rate of 76.1 per cent, recommendations include upgrading the physical infrastructure of customer-facing facilities and implementing more streamlined processes for service requests and sample management. These targeted improvements are expected to address immediate service gaps; however, broader structural changes are likely needed if the ministry is to achieve sustained improvements.

The Customer Service Improvement Plan (CSIP), established in 2020 as part of a broader Public Sector Modernisation (PSM) Programme, provides a framework for these enhancements. Yet, despite CSIP’s guidelines, the ministry’s current customer service practices reflect a fragmented approach to achieving the Government of Jamaica’s 80 per cent satisfaction target, with inconsistent results across divisions and entities.

Moving forward, the ministry has outlined plans to explore more robust digital platforms to meet the growing demand for online access. There is also an intent to enhance customer service training initiatives to improve consistency in staff support across underperforming divisions. These plans, while addressing specific feedback from the assessment, raise questions about the ministry’s capacity to implement substantial changes that truly meet customer expectations.

— Karena Bennett