Service Delivery - Directions and Changes at the Commonwealth Level

1,089 views
941 views

Published on

Presented by Jane King, Deputy Commissioner, Customer Service & Solutions, Australian Taxation Office, at the Serve You Right Conference, Melbourne, September 15-16, 2011. Customers increasingly prefer to deal with government via self-help services provided online and/or over the telephone.

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
1,089
On SlideShare
0
From Embeds
0
Number of Embeds
101
Actions
Shares
0
Downloads
19
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide
  • AUSkey allows businesses to meet the following obligations: ABR to view and update Australian Business Number (ABN) details ATO to lodge business activity statements, PAYG (W) and TFN declaration annual summary reports State and territory revenue offices to meet payroll tax obligations Centrelink to register for paid parental leave Standard Business Reporting (SBR) enabled business, financial and payroll software number of government agencies accepting AUSkey is expected to grow over the coming months as we continue to work with other agencies on developing their ability to adopt AUSkey as their authentication solution for online services. The Department of Veterans’ Affairs and Centrelink are the latest agencies to pilot acceptance of AUSkey for their business online services.’
  • The Services Catalogue provides the blueprint of the services managed by the ATO. It identifies the respective channel(s) through which those services are delivered and the sub plan owner responsible for each service cluster. The service catalogue helps us to : improve our decision making around service and future channel migration opportunities Identify improvements to move to a more cost-effective and preferred channels positions us to contribute and deliver on Whole of Government Service Delivery Reform adapt service offerings to the needs of particular customer segments (differentiation), balanced with risk The catalogue supports : ATO and government’s commitment to service delivery excellence the need for innovative models of service delivery that respond to new and changing customer needs and expectations our ability to continue to deliver quality and cost effective services The services catalogue is reviewed regularly ensuring it aligns with contemporary global development and trends in integrated government service delivery.
  • For every service that the ATO provides, thought through from a customer perspective, we ’ve researched and developed a proposed set of channel options going into the future.
  • Who? A flexible multi-channel environment Frontline services to tax practitioners, the community, self-help telephone services Provide our customers with end to end, seamless, personalised service. What? A mix of work - phone, ‘white mail’, web, e-mail and Portal enquiries A range of small business, individual, superannuation, and debt matters. How much? Approximately 11 million phone enquiries/year.
  • Healthy convos Team leader selection often based on capability as a customer service representative Investment required in developing leadership/coaching at team leader level Skills required in coaching and performance discussion Healthy conversations program designed to: Develop team leader skills in having performance discussions Making clear the requirements of the team leader role. Results through people: Helped leaders to know and use critical skills, allowing them to bridge the gap between knowledge and behaviour. Focus on increasing capacity of the individual and as a result, the organisation to achieve the best possible outcomes. Management skills and principles Developing and maintaining effective relationships
  • Does Peter have an old copy? Similar to the ‘A new integrated environment’ diagram Previous environment In the beginning, we were a pure phone environment, then we moved to an inbound environment etc… Current environment
  • Verint At implementation, call monitoring will be available across every inbound and outbound call centre seat Screen capture of inbound and outbound available from implementation Screen capture of non-phone work can be implemented Automated survey tool available, allowing customer surveys and potentially voice signature Balanced score-card reporting tool available, allowing integration of information from multiple sources. Immediate opportunities – inbound and outbound seat capacity increase
  • Through citizen driven services, we will use strategies to encourage and support willing participation, making it easier and more personalised for our customers to interact with us. We will enhance our capabilities and respond to opportunities to service the customer in a more personalised way. We will champion the interests of taxpayers and the community by improving the way we operate…
  • Service Delivery - Directions and Changes at the Commonwealth Level

    1. 1. Service Delivery - Directions and Changes at the Commonwealth Level Presented by Jane King Deputy Commissioner, Customer Service & Solutions Australian Taxation Office September 2011
    2. 2. Service Delivery Environment <ul><ul><li>Customers increasingly prefer to deal with government via self-help services provided online and/or over the telephone </li></ul></ul>Source: AGMO publication ‘Interacting with Government: Australians’ use and satisfaction with e-government services, December 2009’ Preferred way of interacting with Government
    3. 3. Service Delivery Environment <ul><ul><li>Substantial proportions of customers dealing with government in-person or by mail would prefer to be interacting via the internet or the telephone </li></ul></ul>Source: AGMO publication ‘Interacting with Government: Australians’ use and satisfaction with e-government services, December 2009’ Preferred way of contacting Government compared to method actually used
    4. 4. Service Delivery Environment Whole-of-government themes <ul><ul><li>Citizen-centric service delivery </li></ul></ul><ul><ul><ul><li>to influence policy design and implementation </li></ul></ul></ul><ul><ul><ul><li>greater consultation and collaboration </li></ul></ul></ul><ul><ul><li>Government service delivery centred around an online, integrated customer account </li></ul></ul><ul><ul><li>Consolidation of service delivery and “back office” operations </li></ul></ul><ul><ul><li>“Tell us once” approach </li></ul></ul><ul><ul><li>Specific service offerings that articulate and address the needs of particular community groups </li></ul></ul>
    5. 5. Broad whole of government change <ul><ul><li>Henry – Australia’s future tax system </li></ul></ul><ul><ul><ul><li>recognised that policy and legislative reform is required to support improvements in the customer experience </li></ul></ul></ul><ul><ul><ul><li>design must give greater weight to the experience of the system by users </li></ul></ul></ul><ul><ul><li>Cooper – Super system review </li></ul></ul><ul><ul><ul><li>“ SuperStream” - measures designed to improve the superannuation “back office” </li></ul></ul></ul><ul><ul><li>Moran – Ahead of the game - blueprint for reform of Australian government administration </li></ul></ul><ul><ul><ul><li>Service delivery simplified to make access to all levels of government more convenient (automation, integration, better info sharing) </li></ul></ul></ul><ul><ul><li>Gershon – Review of the Australian government’s use of information and communication technology </li></ul></ul><ul><ul><ul><li>Development of whole of government standards </li></ul></ul></ul><ul><ul><ul><li>Adoption of whole of government platforms </li></ul></ul></ul>
    6. 6. Service Delivery Reform <ul><li>Challenges facing Human Services </li></ul><ul><ul><li>‘ Wicked’ problems – Closing the Gap, Homelessness, Social Inclusion </li></ul></ul><ul><ul><li>Changing social and economic drivers </li></ul></ul><ul><ul><li>Building, deploying and using capability as efficiently as possible </li></ul></ul><ul><li>What has the Department of Human Services been asked to do? </li></ul><ul><ul><li>Easy, high quality, works for you </li></ul></ul><ul><ul><li>Integration of portfolio agencies </li></ul></ul><ul><ul><li>Changes to delivery of services </li></ul></ul><ul><ul><ul><li>Co-location of services </li></ul></ul></ul><ul><ul><ul><li>On-line services </li></ul></ul></ul><ul><ul><ul><li>Flexible </li></ul></ul></ul><ul><ul><ul><li>More intensive for those who need it, when they need it </li></ul></ul></ul><ul><ul><ul><li>Co-design </li></ul></ul></ul>
    7. 7. Service Delivery Reform <ul><li>Progress </li></ul><ul><ul><li>Legislation </li></ul></ul><ul><ul><li>Budget proposals </li></ul></ul><ul><ul><li>Co-location </li></ul></ul><ul><ul><li>Single phone, single web </li></ul></ul><ul><li>Challenges, lessons and opportunities </li></ul><ul><ul><li>Funded through savings </li></ul></ul><ul><ul><li>Focus may extend beyond the portfolio </li></ul></ul><ul><ul><li>Need clear links to policy outcomes </li></ul></ul><ul><ul><li>Change is hard but staff are eager </li></ul></ul>
    8. 8. Initiatives we’re involved in <ul><li>Australian Business Register </li></ul><ul><li>ATO administers extensive database of identity information provided by businesses </li></ul><ul><li>Easier for businesses and all levels of government to interact using ABNs </li></ul><ul><li>Business names – on ASICs behalf </li></ul>ABR AUSKEY Shared shopfronts Ad hoc initiatives APS agreement Australia.gov.au Whole of government initiatives
    9. 9. Initiatives we’re involved in <ul><li>AUSkey </li></ul><ul><li>A universal pass for transacting with government online </li></ul><ul><li>Allows businesses to meet their obligations </li></ul><ul><li>First AUSkey issued on 17 May 2010 </li></ul><ul><li>476,000 AUSkeys downloaded by over 260,000 Australian businesses (as at 30 June 2011) </li></ul><ul><li>Benefits - fast and easy online registration and automatic renewal process. </li></ul>AUSkey simplifies how businesses interact with government online by providing free software that enables them to login to an ever-growing range of government online services. ABR AUSKEY Shared shopfronts Ad hoc initiatives APS agreement Australia.gov.au Whole of government initiatives
    10. 10. Initiatives we’re involved in <ul><li>Shared shop fronts </li></ul><ul><li>Moran Review – cross-departmental service delivery strategy </li></ul><ul><li>Six month pilot – shopfront services through </li></ul><ul><ul><li>4 Centrelink Customer Service Centres </li></ul></ul><ul><ul><li>1 migrant resource centre conducted from July to December 2010 </li></ul></ul><ul><li>ATO and Centrelink staff forged constructive working relationships </li></ul><ul><li>‘ Full service’ shopfront service model and the ‘by-appointment’ service model were effective </li></ul>ABR AUSKEY Shared shopfronts Ad hoc initiatives APS agreement Australia.gov.au Whole of government initiatives
    11. 11. ATO service catalogue – an illustrative view
    12. 12. ATO service catalogue – an illustrative view
    13. 13. ATO Service Delivery <ul><li>Increasing electronic interactions </li></ul><ul><li>Reducing outbound paper </li></ul><ul><li>Enabling and enhancing secure online, speech and “on the go” services </li></ul><ul><li>Implementing business process improvement and innovation </li></ul><ul><li>Enhancing organisational capability </li></ul><ul><li>Education and support </li></ul>Future direction/program of work Service delivery as a capability!
    14. 14. ATO Service Catalogue – next steps <ul><li>Conduct full analysis to: </li></ul><ul><ul><li>Understand categories under each of the services </li></ul></ul><ul><ul><li>Identify volumes per service per channel </li></ul></ul><ul><ul><li>Identify channel shift opportunities , ie where we want to be in the future </li></ul></ul><ul><ul><li>Define the present and future state outcome for each service </li></ul></ul>
    15. 15. Virtual Assistant Authentication Customer tabs ATO Home Page Differentiated Menus All screens are indicative only
    16. 16. Social Media <ul><li>Launched on 1 July 2011 </li></ul><ul><li>190 subscribers </li></ul><ul><li>27,116 channel views </li></ul><ul><li>Launched on </li></ul><ul><li>over 1,500 fans for our E-tax Facebook </li></ul><ul><li>Over 700 fans for corporate Facebook </li></ul><ul><li>Launched on 1 March 2010 </li></ul><ul><li>Over 5,900 followers </li></ul><ul><li>Our response to questions has increased </li></ul><ul><li>Small and Medium Enterprises Online Tax forum </li></ul><ul><li>Online interactive seminar, conducted ‘live’ over the internet </li></ul><ul><li>Convenient two-way sharing of information, consultation and co-design </li></ul><ul><li>On average 62 businesses registered for each of the webinars held over the past 4 months. </li></ul>
    17. 17. Who we are Burnie Perth Brisbane/ Gold Coast Sydney Melbourne Customer Service & Solutions Contact centres Outsource centres Key:
    18. 18. Entry level Generalist Tier 3 Work ‘clustering’ Classification guidelines Principles <ul><li>In-depth knowledge required </li></ul><ul><li>Extensive ‘tax knowledge’ Case ownership </li></ul><ul><li>Some specific content knowledge </li></ul><ul><li>Some ‘tax knowledge’ required </li></ul><ul><li>Entry level skills required </li></ul><ul><li>Additional training </li></ul><ul><li>Applying scripting </li></ul><ul><li>Entry level content knowledge </li></ul><ul><li>No or minimal ‘tax knowledge’ </li></ul><ul><li>Minimal training </li></ul><ul><li>Applying scripting </li></ul><ul><li>developmental level for ongoing staff </li></ul><ul><li>Targeted additional skills may be required </li></ul><ul><li>APS3 and above </li></ul><ul><li>Workforce recruited: </li></ul><ul><ul><li>entry level </li></ul></ul><ul><ul><li>internal staff </li></ul></ul><ul><ul><li>external staff </li></ul></ul><ul><li>APS3 workforce </li></ul><ul><ul><li>Some ongoing </li></ul></ul><ul><ul><li>Some casual intermittent </li></ul></ul><ul><ul><li>Some work outsourced </li></ul></ul><ul><li>Entry point </li></ul><ul><li>Mobile, flexible workforce </li></ul><ul><li>APS2 workforce </li></ul><ul><li>Scale – enough staff to action low level work, replenish workforce attrition at higher levels </li></ul>Complexity or Depth Basic Stream 1 Generalist Stream 1 Generalist Stream 2 Generalist Stream 3 CS&S Service Model
    19. 19. SMART SMART discovery screen <ul><li>Streamlines workflow navigation, reducing unnecessary steps and handling times </li></ul><ul><li>Structured based on the service the customer is seeking </li></ul><ul><li>Focuses on the customer experience (customer needs/ wants) </li></ul><ul><li>Scripting system for frontline staff </li></ul><ul><li>Designed to support multiple channels, including online and convergent channels </li></ul><ul><li>Specifically designed for the ATO </li></ul>
    20. 20. Leadership programs Team leader academy Conversations Healthy Results through people
    21. 21. Change management Our exec team – personified <ul><li>Success rate </li></ul><ul><li>98% of respondents agreed it was great </li></ul><ul><li>100% agreed that the learning outcomes were met </li></ul><ul><li>98% said they now know how to lead change in the workplace </li></ul>Peter – the Professor Jane – Louis Heather – Alice Matt - Buddy <ul><li>Leading Change Program </li></ul><ul><li>Developed in house based on John Kotter ’s 8 steps to leading change </li></ul><ul><li>Business context and direction of CS&S business line </li></ul><ul><li>15 change initiatives being implemented </li></ul>
    22. 23. Consolidation of telephony areas within ATO Current state
    23. 24. Consolidation of telephony areas within ATO Future state +1 calls absorbed Superannuation Business Individuals Debt Specialists Entry
    24. 25. P1 The need for technology consolidation Contact Centre Overflow <ul><li>Routed via: </li></ul><ul><li>SKILL </li></ul><ul><li>PRIORITY </li></ul><ul><li>WORKLOAD </li></ul>Single Automated Routing Engine Campaign Management INBOUND VOICE OUTBOUND VOICE TEAM BIN 001 TEAM BIN 005 TEAM BIN 1705 Other Siebel work Items ESC Some Manual Production Control Manual Workload Routing & sharing Manual Workload routing & sharing Customer Interaction Management
    25. 26. A new integrated environment INBOUND VOICE OUTBOUND VOICE Overflow Inbound Outbound Complex Blended Production Control Campaign Management Customer Interaction Management <ul><li>Routed via: </li></ul><ul><li>SKILL </li></ul><ul><li>PRIORITY </li></ul><ul><li>WORKLOAD </li></ul>Single Automated Routing Engine <ul><li>Workflow management </li></ul><ul><li>Real-time reporting </li></ul><ul><li>Resource scheduling </li></ul><ul><li>Forecasting and planning </li></ul><ul><li>SERVICE TYPE </li></ul><ul><li>CLIENT RISK </li></ul><ul><li>SERVICE LEVEL AGREEMENTS </li></ul>ESC
    26. 27. Voice authentication Intelligent work distribution <ul><ul><ul><li>Provide real time visibility </li></ul></ul></ul><ul><ul><ul><li>Forecasting </li></ul></ul></ul><ul><ul><ul><li>Allows blend of work </li></ul></ul></ul><ul><ul><ul><li>Flexibility to shift with changing priorities </li></ul></ul></ul>P3 Technology integration
    27. 28. ATO vision… <ul><li>Australians value their tax and superannuation systems as community assets , where willing participation is recognised as good citizenship . </li></ul>
    28. 29. Questions? <ul><li>© COMMONWEALTH OF AUSTRALIA 2011 </li></ul><ul><li>This presentation was current in September 2011 </li></ul>

    ×