Transcript No Slide Title

RAY WRIGHT
DELIVERY AND INNOVATION
DIVISION
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CONTACT DETAILS
PUBLIC SERVICE IMPROVEMENT
UNIT
Tel:
Fax:
028 90 816028 (140 76028)
028 90 816027 (140 76027)
028 90 816961
www.dfpni.gov.uk/did-psiu
www.bestpracticeni.gov.uk
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HM Revenue & Customs
Naomi Ferguson
Director, Local Compliance
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HMRC
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Formed in April 2005 through merger of HM Customs &
Excise and Inland Revenue
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Over 96,000 people (18% of all civil servants) - in more
than 300 locations and over 500 offices
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In 2006/07 HMRC gathered £423 billion in tax and duties,
£25bn more than the previous year
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In 2006/07 HMRC paid out tax credits of over £18.5
billion gross
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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
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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
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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
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PaceSetter
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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
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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
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Local Compliance – what we do
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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.
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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
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Local Compliance – our ambition
To be:
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A modern, high achieving, professional and customerfocused business
By:
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Enabling better compliance and preventing non-compliance
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Cracking down vigorously on deliberate non-compliance
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Making it easier for everyone to comply
Ensuring our administration of the system supports
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Local Compliance – where we want to be
by 2011
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We expect to continue to operate from a significant but
fewer number of locations around the country
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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
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Location specific compliance work is likely to revolve
around our continuing need for significant face-to-face
contact with customers, for example educational events
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Achieving our Ambition - where we
started from in Local Compliance
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Different cultures, different powers
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Management did not visibly own change and over-relied on
‘head office’ to tell them how to run their business
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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
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Achieving our Ambition - our challenges
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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
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Understanding what it’s like for our customers
To reduce burden on customers of dealing with HMRC
audits and inspections
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Creating the ‘new professional’ and ensuring it is valued
internally and externally
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Achieving our Ambition – how?
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Agreed “where we want to be”
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‘Hothouses’ to encourage staff to experiment and identify new ways
of working
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Cross tax awareness for managers and teams
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Increased effort put into communications and staff engagement
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Adopted Pacesetter principles
Programme of leadership and management events for senior and
middle managers
Implemented over 100 staff ideas (quick wins) to improve existing
processes, still reviewing and evaluating over 80 others
Consulted with staff on our proposals to transform the way we do
business
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Achieving our Ambition - what else?
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New quality assurance process
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Running pilots on alternative interventions that we might want to use
in the future
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Working with HRMC Customer Units to increase understanding of
our customers and their behaviours
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Working with HMRC Central Policy to deliver and implement new
legislative powers
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“Business balanced scorecard” to focus managers and their teams
on the key drivers
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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
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But more to do . . .
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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)
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Still some way to go to ‘prove’ to staff that new ways of
working are better
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It will take a long time to change the culture
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Lessons learnt so far
• Need to engage leadership at all levels up front
• Communicate, communicate and then communicate
more (and remember to listen!)
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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
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Progress is faster and stronger when driven bottom up
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This isn’t a quick fix, you have to be in for the long term
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People are, and will be, in different positions dependent
on what our transformation proposals mean for them
personally and we need to recognise this
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Any questions?
PLEASE USE ROVING MICROPHONE
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