Abstract
IMPACT Claims are made that up to 80% of the demand entering public services can be classified as unnecessary, or avoidable, ‘failure demand’ that is generated through errors or aspects of poor delivery system design. This article shows how failure demand was identified at one police service, the extent to which it was seen to occur and the practices that were changed to reduce failure demand. Much of the same methodology can be applied to other public services but the article demonstrates that changes to reduce failure demand must focus on system change.
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