THE CUSTOMER VOICE IN TRANSFORMING PUBLIC SERVICES Presentation of Conclusions from the Review of the Charter Mark Scheme and Measurement of Customer Satisfaction with Public Services.

SCOPE OF THE REVIEW Commissioned by John Hutton in September 2005 Two main questions: Could the Charter Mark be revitalised as a vehicle to drive up customer focussed improvement in public services? What would be the scope to combine the Charter Mark with the then-proposed Customer Satisfaction Index/more robust tracking of satisfaction with public services? Six month evidence-based review

HEADLINE CONCLUSIONS Greater coherence needs to be brought to the customer focus work and, in particular, closer alignment between effective measurement of satisfaction and the development of a new national standard ‘tool’ as an aid to front line implementation

CHARTER MARK – A FEW FACTS Launched in 1992 Has evolved from award scheme to national standard over 14 years Over 1450 organisations employing 410,000 staff currently certified Certifications currently growing despite minimal marketing (525 in 2004, 702 in 2005)

THE WHOLE CHARTER FAMILY Charters – statements of service and opportunities for redress Standards – Key delivery outcomes Charter Mark – initially an award to encourage take up, now an improvement tool – the ‘How to’ Guide External Assessment – Customer Service Standard and IiP Standard

CHARTER MARK – WHAT WE FOUND Holders find Charter Mark challenging Court Service – saw a 5% - 7% increase in satsisfaction levels by using the standard 73% of staff in the Passport Service said award of the Charter Mark was a positive motivation to improvrement External validation element is important to holders AN UNSUNG SUCCESS STORY WITH POTENTIAL TO DELIVER FAR MORE

‘a great deal’ or ‘a fair amount’ To what extent has Charter Mark helped you to …? Source: MORI 2001 Replies indicating ‘a great deal’ or ‘a fair amount’ % of Holders Increase customer/user focus 94 Deliver more cost effective services 82 Increase user consultation Improve staff morale 91 Develop more effective internal processes 86 Develop more effective delivery of services 90 Improve complaints handling 87 Increase co-operation with OGDs/agencies etc Improve communications and published info 88 Improve responsiveness to customer enquiries 92 Improve levels of customer satisfaction 93 Develop service standards which reflect user needs Improve performance against standards Make savings of offer better value for money 53

CUSTOMER SATISFACTION SURVEYS Inconsistent measurement of customer satisfaction Limited comparison between sectors Research has been undertaken to identify the key drivers of customer satisfaction Key Drivers as the basis for a quality improvement tool

KEY DRIVERS OF SATISFACTION Main elements The final outcome The way the service kept its promises The way the service handled any problems Delivery 30% Timeliness Initial wait How long it takes overall Number of times had to contact the service 24% Accuracy Comprehensiveness Being kept informed about progress Information Satisfaction with service 18% 16% Competent staff Being treated fairly Professionalism 12% Staff attitude Polite and friendly staff How sympathetic staff were to your needs

KEY RECOMMENDATIONS (1) The Charter Mark should be repositioned as a combination of the unique comprehensive diagnostic tool for public services which enables organisations to achieve continuous improvement, together with the demonstration of outcomes through the measurement of customer satisfaction. The new Charter Mark should continue to deliver the benefits of staff recognition and celebration of achievement.

KEY RECOMMENDATIONS (2) The new Charter Mark should be aligned with the five key drivers of customer satisfaction, subject to validation in the context of public services. Validation process should be completed within three months. The scheme should incorporate framework for more rigorous measurement of customer satisfaction built around key drivers. Surveys commissioned and owned by organisations delivering public services but with requirement to include set of common core questions and robust methodology.

KEY RECOMMENDATIONS (3) Rejuvenated Charter Mark should be positioned to play role in the broader landscape of Service Transformation and reform of public services to meet rising and changing public expectations Having established basic criteria for the new scheme (based on the five drivers of customer satisfaction), detailed criteria, specific guidance and case studies should be developed to match needs of particular sectors. Majority of new scheme delivery should be undertaken by private sector. Further work to define the scope of outsourced service provision, with potential for several providers to be granted three-year franchise subject to regular re-competition. May be possibilities to enter into joint venture or collaborative arrangements with private sector organisations to deliver aspects of the scheme.