Service Delivery - Directions and Changes at the Commonwealth Level

Service Delivery - Directions and Changes at the Commonwealth Level

Presented by

Jane King

Deputy Commissioner, Customer Service & Solutions

Australian Taxation Office

September 2011

Service Delivery at the Commonwealth level 2

Service Delivery Environment

Customers

increasingly prefer to

deal with

government via self-

help services

provided online

and/or over the

telephone

Source: AGMO publication ‘Interacting with Government: Australians’ use and satisfaction with e-government services,

December 2009’

Preferred way of interacting with Government


Service Delivery Environment

Substantial

proportions of

customers dealing

with government in-

person or by mail

would prefer to be

interacting via the

internet or the

telephone

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


Service Delivery EnvironmentWhole-of-government themes

Citizen-centric service delivery– to influence policy design and implementation

– greater consultation and collaboration

Government service delivery centred around an online, integrated

customer account Consolidation of service delivery and “back office” operations “Tell us once” approach Specific service offerings that articulate and address the needs of

particular community groups


Broad whole of government change

Henry – Australia’s future tax system– recognised that policy and legislative reform is required to support improvements

in the customer experience– design must give greater weight to the experience of the system by users

Cooper – Super system review– “SuperStream” - measures designed to improve the superannuation “back office”

Moran – Ahead of the game - blueprint for reform of Australian government administration

– Service delivery simplified to make access to all levels of government more convenient (automation, integration, better info sharing)

Gershon – Review of the Australian government’s use of information and communication technology

– Development of whole of government standards– Adoption of whole of government platforms


Service Delivery Reform Challenges facing Human Services

- ‘Wicked’ problems – Closing the Gap, Homelessness, Social Inclusion- Changing social and economic drivers- Building, deploying and using capability as efficiently as possible

What has the Department of Human Services been asked to do?- Easy, high quality, works for you- Integration of portfolio agencies- Changes to delivery of services

- Co-location of services- On-line services- Flexible- More intensive for those who need it, when they need it- Co-design


Service Delivery Reform Progress

- Legislation- Budget proposals- Co-location- Single phone, single web

Challenges, lessons and opportunities- Funded through savings- Focus may extend beyond the portfolio- Need clear links to policy outcomes- Change is hard but staff are eager


Initiatives we’re involved in

ABR AUSKEY

Shared

shopfronts

Ad hoc

initiativesAPS

agreement

Australia.gov.au

Whole of government

initiatives

Australian Business Register ATO administers extensive database of

identity information provided by businesses

Easier for businesses and all levels of government to interact using ABNs

Business names – on ASICs behalf



AUSkey A universal pass for transacting with

government online

Allows businesses to meet their obligations

First AUSkey issued on 17 May 2010

476,000 AUSkeys downloaded by over 260,000 Australian businesses (as at 30 June 2011)

Benefits - fast and easy online registration and automatic renewal process.

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

initiativesAPS

agreement

Australia.gov.au

Whole of government

initiatives



Shared shop fronts Moran Review – cross-departmental service

delivery strategy

Six month pilot – shopfront services through

– 4 Centrelink Customer Service Centres

– 1 migrant resource centre conducted from July to December 2010

ATO and Centrelink staff forged constructive working relationships

‘Full service’ shopfront service model and the ‘by-appointment’ service model were effective

ABR AUSKEY

Shared

shopfronts

Ad hoc

initiativesAPS

agreement

Australia.gov.au

Whole of government

initiatives


ATO service catalogue – an illustrative view


ATO Service Delivery

Increasing electronic interactions

Reducing outbound paper

Enabling and enhancing secure online, speech and “on the go” services

Implementing business process improvement and innovation

Enhancing organisational capability

Education and support

Future direction/program of work

Service

delivery

as a ca

pability!


ATO Service Catalogue – next steps

Conduct full analysis to:

Understand categories under each of the services

Identify volumes per service per channel

Identify channel shift opportunities, ie where we want to be in the future

Define the present and future state outcome for each service


Virtual Assistant

Authentication

Customer tabs

ATO Home Page

Differentiated Menus

All screens are indicative only


Social Media

Launched on 1 July 2011 190 subscribers 27,116 channel views

Launched on over 1,500 fans for our E-tax Facebook Over 700 fans for corporate Facebook

Launched on 1 March 2010 Over 5,900 followers Our response to questions has increased

Small and Medium Enterprises Online Tax forum Online interactive seminar, conducted ‘live’ over the internet Convenient two-way sharing of information, consultation and co-design On average 62 businesses registered for each of the webinars held

over the past 4 months.


Who we are

Burnie

Perth

Brisbane/Gold Coast

Sydney

Melbourne

Customer Service & Solutions

Contact centres

Outsource centres

Key:


En

try

le

ve

lG

en

era

lis

tT

ier

3

Work ‘clustering’Classification guidelines Principles

In-depth knowledge required

Extensive ‘tax knowledge’ Case ownership

Some specific content knowledge

Some ‘tax knowledge’ required

Entry level skills required

Additional training

Applying scripting

Entry level content knowledge

No or minimal ‘tax knowledge’

Minimal training

Applying scripting

developmental level for ongoing staff

Targeted additional skills may be required

APS3 and above

Workforce recruited:– entry level

– internal staff

– external staff

APS3 workforce– Some ongoing

– Some casual intermittent

– Some work outsourced

Entry point

Mobile, flexible workforce

APS2 workforce

Scale – enough staff to action low level work, replenish workforce attrition at higher levels

Co

mp

lex

ity

or

De

pth

Basic Stream 1

Generalist Stream 1

Generalist Stream 2

Generalist Stream 3

CS&S Service Model


SMART

SMART discovery screen

Streamlines workflow navigation, reducing unnecessary steps and handling times

Structured based on the service the customer is seeking Focuses on the customer experience (customer needs/ wants)

Scripting system for frontline staff

Designed to support multiple channels, including online and convergent channels

Specifically designed for the ATO


Leadership programs

Team leader academy

Conversations

Healthy

Results through people


Change management

Our exec team – personified

Success rate 98% of respondents agreed it was

great 100% agreed that the learning

outcomes were met 98% said they now know how to

lead change in the workplace

Peter – the ProfessorJane – Louis

Heather – AliceMatt - Buddy

Leading Change Program Developed in house based on John Kotter’s

8 steps to leading change Business context and direction of CS&S

business line 15 change initiatives being implemented


Consolidation of telephony areas within ATO

Current state


Consolidation of telephony areas within ATO

Future state

+1

calls

abso

rbed

Superannuation

Business Individuals Debt

Specialists

Entry


P1 The need for technology consolidation

Contact Centre Overflow

Routed via: SKILL PRIORITY WORKLOAD

Single Automated Routing Engine

CampaignManagement

INBOUNDVOICE

OUTBOUNDVOICE

TEAMBIN001

TEAMBIN005

TEAMBIN

1705

Other Siebel work Items

ESC

Some ManualProduction

Control

ManualWorkloadRouting &

sharing

ManualWorkloadrouting &sharing

CustomerInteraction

Management


A new integrated environment

INBOUNDVOICE

OUTBOUNDVOICE

Overflow Inbound Outbound ComplexBlended

ProductionControl

CampaignManagement

CustomerInteraction

Management

Routed via: SKILL PRIORITY WORKLOAD

Single Automated Routing Engine

Workflow management

Real-time reporting Resource scheduling Forecasting and

planning SERVICE TYPE CLIENT RISK SERVICE LEVEL AGREEMENTS

ESC


Voice authentication

Intelligent work distribution

Provide real time visibility

Forecasting

Allows blend of work

Flexibility to shift with changing priorities

P3 Technology integration


ATO vision…Australians value their tax and

superannuation systems as community

assets, where willing participation is

recognised as good citizenship.

Service Delivery - Directions and Changes at the Commonwealth Level

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