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Driving Customer Satisfaction: Addressing the evidence base

Driving Customer Satisfaction: Addressing the evidence base. A presentation to HMRC Michelle Harrison November 2011. Overview. The changing context of Governance The need for a ‘micro’ view The external environment. The changing context of Governance. Service transformation in 2006.

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Driving Customer Satisfaction: Addressing the evidence base

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  1. Driving Customer Satisfaction: Addressing the evidence base A presentation to HMRC Michelle Harrison November 2011

  2. Overview • The changing context of Governance • The need for a ‘micro’ view • The external environment

  3. The changing context of Governance

  4. Service transformationin 2006 TAXPAYER Cost saving 1 stop shop Shared records e-business Channel strategy Improved service Shared resources Service Transformation CUSTOMER

  5. Service ‘reform’ in 2010 TAXPAYER Cost saving 1 stop shop Shared records e-business Channel strategy + Simplification & choice Shared resources BIG SOCIETY CUSTOMER

  6. The Big Society An ‘ecosystem’ of 3 levels where no one player dominates another… Citizens and neighbourhood groups 1 More effectively participating in the governance, design and delivery of services in their communities An approach to addressing the needs of society Policy designed and delivered in partnership across all 3 levels, with government as the enabler Policy and delivery closer to the issues on the ground and individuals Big Society policy agenda addresses two priorities Building the ‘ecosystem’ Reconfiguring policy design and delivery Social, private and public providers Collaborating in the design and delivery of complementary services and initiatives through a spectrum of service models encouraging testing and innovation of different approaches Government Protecting the vulnerable and ensuring essential services Facilitating the design and delivery of other services with diverse sector partners 1 Neighbourhood groups comprise a broad range from those with an explicit social or activism mission to those focussed on local participation, engagement and community building whether informally through sports and interests or more formally in conjunction with local anchor institutions

  7. Greater transparency and choice More effective and efficient central Govt More effective and efficient central Govt More effective and efficient central Govt 1. 2. Redistribute power away from the centre More effective and efficient central Govt 3. Cabinet Office Business Plans Build the Big Society More effective and efficient central Govt Greater social mobility More effective and efficient central Govt 4. 5.

  8. More effective and efficient central Govt Collective operational leadership for dep’ts More effective and efficient central Govt Greater transparency and choice 2. Simplify and share services More effective and efficient central Govt Need for data and behavioural insights More effective and efficient central Govt Integrate ICT More effective and efficient central Govt More effective and efficient central Govt Redistribute power away from the centre 3. More effective and efficient central Govt Channels: More online, more engagement Local delivery and research needs More effective and efficient central Govt i.e. remove costs More effective and efficient central Govt Build the Big Society 4. Service co-creation and delivery?

  9. The cycle of service transformation First Time? Start here… Explore Define Find out what you know + Qualitatively: Internal clients Customer Staff What/Who? Service Customers Internal clients Insight audit: Admin data Complaints Previous surveys Other research Measure customer experience Take action Uncover your insights Communicate and plan Analyse and build: Segmentation Key drivers Further qual work Build other info in Engage and discuss with: Internal clients Staff (all levels) Customers

  10. Need a strategic, end to end, flexible offer – Stakeholder engagement Explore Define Find out what you know + What? Who? Why? How? Customers, Staff, Stakeholders Qual, Cust. Journey Mapping, Segmentation, workshops etc Insight audit: Admin data Complaints Previous surveys Other research Measure customer experience Take action Uncover your insights Communicate and plan Analyse and build: Segmentation Key drivers Further qual work Build other info in With: Customers, Stakeholders, Staff, etc

  11. To Review • From Service Transformation to the Big Society • A greater need for co-creation • A new emphasis on behavioural insight

  12. Walking in the customers’ shoes: How to improve the touchpoints

  13. Small construction firm with employees

  14. Employee applying for tax credits

  15. To Review • The ‘Big Society’ techniques can be extremely useful • ‘Touchpoint Research’ allows us to understand how the service can be improved • Transactional research can support this – the more ‘real time’ the better • But to understand the ‘whole journey’, more qualitative techniques are helpful: customer journey mapping, ethnography etc.

  16. The wider context of serving the public

  17. “It is reasonable to expect the same level of speed and service from the public sector as we would from the private sector” 96% of 55-64 year olds agreed, compared to 70% of 18-24 year olds.

  18. In the current economic climate, how well do you think HMRC are doing? There is very little variation in attitudes towards HMRC’s performance across age and gender.

  19. Which, if any, of the following influence your opinion of HM Revenue and Customs?

  20. When asked about your opinion of HMRC, who or what exactly were you thinking of?

  21. On a scale of 1-10 where 1 is poor and 10 is excellent, how do you rate the reputation of …?

  22. On a scale of 0 to 10 where 0 is not at all and 10 is completely, how well do you feel you understand the UK tax system?

  23. Thinking about the amount of tax you pay on your personal income. How do you feel about the amount you pay? Is it... Compared to a year ago, do you feel more positive or less positive about the amount you pay in tax?

  24. Out of the following three options, which do you think HMRC should be prioritising at the moment?

  25. To review • The wider environment matters. Overtime, changing attitudes to personal taxation, the role of government, or views on the economy may influence ‘satisfaction’ with HMRC. This ‘macro data’ is helpful to support the interpretation of customer survey data. • At the same time, understanding consumer experience at key ‘touchpoints’ provides helpful insights on how to continue to drive service improvement and support compliance. • The public’s expectations for the quality of service delivery remain very high.

  26. ThankYou… Dr Michelle Harrison @Michel1eH Michelle.harrison@tns-bmrb.co.uk

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