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RAY WRIGHT

RAY WRIGHT. DELIVERY AND INNOVATION DIVISION. CONTACT DETAILS PUBLIC SERVICE IMPROVEMENT UNIT. Tel: 028 90 816028 (140 76028) 028 90 816027 (140 76027) Fax: 028 90 816961 www.dfpni.gov.uk/did-psiu www.bestpracticeni.gov.uk. HM Revenue & Customs. Naomi Ferguson

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RAY WRIGHT

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  1. RAY WRIGHT DELIVERY AND INNOVATION DIVISION quality break 18/10/07

  2. CONTACT DETAILS PUBLIC SERVICE IMPROVEMENT UNIT Tel: 028 90 816028 (140 76028) 028 90 816027 (140 76027) Fax: 028 90 816961 www.dfpni.gov.uk/did-psiu www.bestpracticeni.gov.uk quality break 18/10/07

  3. HM Revenue & Customs Naomi Ferguson Director, Local Compliance quality break 18/10/07

  4. HMRC • Formed in April 2005 through merger of HM Customs & Excise and Inland Revenue • Over 96,000 people (18% of all civil servants) - in more than 300 locations and over 500 offices • In 2006/07 HMRC gathered £423 billion in tax and duties, £25bn more than the previous year • In 2006/07 HMRC paid out tax credits of over £18.5 billion gross quality break 18/10/07

  5. HMRC – Our ambition Our role: Administering the UK’s tax and customs systems Our aim: Ensuring society’s financial wellbeing What we stand for: At HM Revenue & Customs, we know most people and businesses want to do what’s right – to pay what they owe and claim only what they’re due. We’re committed to making it as easy as possible for our customers to get it right. We protect society by dealing firmly with anyone who intentionally avoids their responsibilities quality break 18/10/07

  6. HMRC – our change programme • Announced in November 2006 to radically transform HMRC into an organisation that puts customers at the heart of everything it does and invests in the skills and professionalism of its people to make it happen • Five year journey • Three main programmes – Departmental Transformation, PaceSetter, Workforce Change quality break 18/10/07

  7. Departmental Transformation Programme • 12 programmes and projects (originally 21) to change the way we currently operate • formally managed and controlled by the Departmental Transformation Programme Office quality break 18/10/07

  8. PaceSetter • A set of four principles to be applied by all HMRC Directors to their change programmes and initiatives • Customer focus – improving and designing processes from the customer’s perspective • Focused leadership – visibly managing our people to support and encourage delivery • Employee centred performance improvement – giving our people the tools, skills and confidence they need • Process management – simplifying and standardising the way we work quality break 18/10/07

  9. Workforce Change • Set up to manage and co-ordinate people and property planning across HMRC to meet changing business needs • Responsible for Regional Review programme - a series of reviews to match our work, offices and accommodation needs throughout the UK quality break 18/10/07

  10. Local Compliance – what we do • Responsible for helping and ensuring individuals and businesses comply with their tax obligations across a range of business taxes and duties including Income and Corporation Tax, Employer Compliance, PAYE, VAT, Excise, International Trade and other business taxes. • Around 15,000 people in over 270 locations across the UK, divided into five geographical areas for management purposes.  Our work is structured around five customer groups: Large and Complex, Medium, Small, Individuals and Targeted Education, Enabling Leverage   quality break 18/10/07

  11. Local Compliance – our ambition To be: • A modern, high achieving, professional and customer-focused business By: • Enabling better compliance and preventing non-compliance • Making it easier for everyone to comply • Ensuring our administration of the system supports compliance • Cracking down vigorously on deliberate non-compliance quality break 18/10/07

  12. Local Compliance – where we want to be by 2011 • We expect to continue to operate from a significant but fewer number of locations around the country • In general terms we want to do locally what can be best done locally – which will include a variety of interventions on VAT, Income and Corporation Tax and Employer Compliance • Location specific compliance work is likely to revolve around our continuing need for significant face-to-face contact with customers, for example educational events quality break 18/10/07

  13. Achieving our Ambition - where we started from in Local Compliance • Different cultures, different powers • Meeting targets, but delivery and quality patchy • Around 80 lines of business covering Corporation Tax, Income Tax, Employer Compliance, PAYE, VAT, Excise, International Trade and many specialisms - but not integrated • Management did not visibly own change and over-relied on ‘head office’ to tell them how to run their business quality break 18/10/07

  14. Achieving our Ambition - our challenges • To introduce integrated, multi-grade teams • Making the changes to generate 5000 staff savings and reduce our number of offices to around 100 • To change leadership approach and improve staff engagement in driving up performance • Changing management attitudes – from top down control to bottom up continuous improvement • Understanding what it’s like for our customers • To reduce burden on customers of dealing with HMRC audits and inspections • Creating the ‘new professional’ and ensuring it is valued internally and externally quality break 18/10/07

  15. Achieving our Ambition – how? • Agreed “where we want to be” • Adopted Pacesetter principles • Programme of leadership and management events for senior and middle managers • ‘Hothouses’ to encourage staff to experiment and identify new ways of working • Cross tax awareness for managers and teams • Implemented over 100 staff ideas (quick wins) to improve existing processes, still reviewing and evaluating over 80 others • Increased effort put into communications and staff engagement • Consulted with staff on our proposals to transform the way we do business quality break 18/10/07

  16. Achieving our Ambition - what else? • New quality assurance process • “Business balanced scorecard” to focus managers and their teams on the key drivers • Running pilots on alternative interventions that we might want to use in the future • Working with HRMC Customer Units to increase understanding of our customers and their behaviours • Working with HMRC Central Policy to deliver and implement new legislative powers quality break 18/10/07

  17. So, in summary Customer focus • new Customer Group structure Leadership • clear direction set and leadership committed to it • leadership and management skills development well underway Performance improvement • cross tax training • staff engagement Process management • Staff involved in designing new ways of working quality break 18/10/07

  18. But more to do . . . • Need to work more with other parts of the department to look at end to end processes and shared responsibilities to the customer (eg with Debt Management & Banking, Customer Contact) • Still some way to go to ‘prove’ to staff that new ways of working are better • It will take a long time to change the culture quality break 18/10/07

  19. Lessons learnt so far • Need to engage leadership at all levels up front • Communicate, communicate and then communicate more (and remember to listen!) • Cultural change will not happen just because you’ve decided it should – people need to believe in the future and you need ‘quick wins’ to support the words • Progress is faster and stronger when driven bottom up • People are, and will be, in different positions dependent on what our transformation proposals mean for them personally and we need to recognise this • This isn’t a quick fix, you have to be in for the long term quality break 18/10/07

  20. Any questions? PLEASE USE ROVING MICROPHONE quality break 18/10/07

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