![Service Delivery Environment ,[object Object],Source: AGMO publication ‘Interacting with Government: Australians’ use and satisfaction with e-government services, December 2009’ Preferred way of interacting with Government](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
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Service Delivery - Directions and Changes at the Commonwealth Level
- 1. Service Delivery - Directions and Changes at the Commonwealth Level Presented by Jane King Deputy Commissioner, Customer Service & Solutions Australian Taxation Office September 2011
- 11. ATO service catalogue – an illustrative view
- 12. ATO service catalogue – an illustrative view
- 15. Virtual Assistant Authentication Customer tabs ATO Home Page Differentiated Menus All screens are indicative only
- 17. Who we are Burnie Perth Brisbane/ Gold Coast Sydney Melbourne Customer Service & Solutions Contact centres Outsource centres Key:
- 20. Leadership programs Team leader academy Conversations Healthy Results through people
- 23. Consolidation of telephony areas within ATO Current state
- 24. Consolidation of telephony areas within ATO Future state +1 calls absorbed Superannuation Business Individuals Debt Specialists Entry
Notes de l'éditeur
- 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…