1. 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.

2. 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

3. 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

4. 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)

5. 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

6. 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

7. ‘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

8. 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

9. 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

10. 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.

11. 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.

12. 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.