- Title page
- Executive Summary
- 2014 Annual Results: Trust
- 2014 Annual Results: Service Quality
- Appendix 1: The Kiwis Count Survey
- Appendix 2: Explanation of 2014 Kiwis Count Calculation Changes
- Appendix 3: Case Study From Fines Service, Ministry of Justice
- Appendix 4: Case Study - SmartGate, NZ Customs Service
- Appendix 5: Initiatives Complete, Underway or Planned by the Agencies Working at the Border to Improve Service Delivery
- Appendix 6: Case Study from Births, Deaths, Marriages and Civil Unions Registration Service, Department of Internal Affairs
Appendix 3: Case Study From Fines Service, Ministry of Justice
As included in the Kiwis Count June 2013 Quarterly Report
'The Reluctant Customer' 8 - Transforming the Collections Operating Model
Collections at a glance
455,000 people with fines
About $220 million collected per year
$250 million new fines imposed in 2012
$560 million owed (a 9-year low).
Over six years, the public's satisfaction with the fines system, run by the Ministry of Justice's Collections unit, has increased 9 points as measured by Kiwis Count. In 2007, the service quality score was just 54 and in 2013, this has risen to 63.
So, in a difficult area such as fines collection, how did Collections achieve higher satisfaction levels and what benefits have resulted?
Collections' first step was a decision to change the way it worked. The operation was based out of 28 court houses, making it difficult to deliver nationally consistent services and organise staff and resources to quickly and effectively respond to customers' needs.
It responded by introducing a new National Service Delivery Model in May 2011 that is centred on the customer. Based on the obvious fact that people don't like being fined (The Reluctant Customer), Collections designed customer-specific services, supported by a new staff culture, and new technology and processes. Customers were segmented into groups based on their willingness to pay and attitude to compliance, and resources applied where they would make the biggest difference.
The model allows Collections to meet customers' expectations of how services should be delivered, focus more attention on people who don't want to pay, monitor national workflows and productivity, and automatically prioritise and assign work to staff anywhere in the country.
For the majority of customers - who have an unpaid infringement such as a parking ticket - it is now quick and easy to pay online and by telephone. For others, data matching improves the accuracy of contact details and text messaging is used to contact them. People can also pay bailiffs who carry EFTPOS machines, and disputing fines can be done by email rather than having to visit a court.
This has led to a rise in public satisfaction levels and overall confidence in the fines system, as well as significant benefits for Collections and the taxpayer, including:
- Collections debt has reduced by $245 million since 2008/09 - and is at the lowest level since 2004.
- The value of overdue fines has fallen by $180 million (43%) since 2009.
- 34% of customers now have a repayment plan in place.
- Operating costs are down $2 million a year.
- 40% of fines dispute applications are filed via email with a 48-hour turnaround (this used to be four weeks).
8: 'The Reluctant Customer' project was a joint winner of the 2013 IPANZ award for Improving Public Value through Business Transformation.