Client Service
Charter Principles
Service Charters Unit
Competitive Tendering and Contracting Branch
Department of Finance and Administration
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June 2000
First published in March 1997 as Putting Service First: Principles for
Developing a Service Charter by the Department of Industry,
Science and Tourism.
ISBN
0-642-43317-8
Produced by the Competitive Tendering and Contracting Branch,
Department of Finance and Administration
See the Introduction for all contact details.
Foreword
Service charters are a powerful tool for departments, agencies, management and staff to
continuously improve service delivery to the general public and other stakeholders, whether it
be across the counter, via the telephone or through electronic means. Around the world,
governments are recognising the benefits of client service charters and various models have
been adopted to reshape government into a client-focused, open and accountable entity.
The Australian Government has recognised benefits of using service charters as a tool to
drive this cultural change. In August 1996 the launch of the inaugural framework for
Government service charter Principles took place. This was part of the government’s reform
agenda to promote a more open, client-focussed Australian Public Service.
In October 1999 I presented to Parliament the two-year, Whole-of-Government report
Service Charters in the Australian Public Service—Serving the Australian Community. This
report showed that the overall uptake of the service charters initiative has been pleasing with
125 charters in place at 30 June 1999. Departments and agencies have demonstrated their
support for this initiative, their commitment to listening to their clients and serving those
clients in the most efficient way possible.
Outstanding service delivery has already been recognised in a number of departments and
agencies through the inaugural Service Charters—Awards for Excellence scheme, which I
launched in December 1999. The large number of applications received for these awards
and the stories they told clearly illustrate that departments and agencies have recognised the
value of having a service charter that articulates their service delivery philosophy and
commitments in an objective, open and accountable manner. These Awards will become an
annual event.
Given that the concept and implementation of the charter initiative is maturing and that
agencies are integrating service delivery into core business systems, it is appropriate and
timely to announce a revised set of Client Service Charter Principles that more appropriately
meet the changing needs of agencies.
While the revised Principles will still assist those agencies that have yet to put a service
charter in place, the emphasis has now shifted to assisting agencies to ensure that their
charter continues to be a useful and strategic tool for shaping service delivery. In particular,
there is more advice provided on reviewing a charter and on monitoring and reporting
performance against client service standards.
The Principles also address new Government initiatives such as electronic service delivery
as well as giving greater recognition to the needs of special and diverse client groups, such
as the disabled, and those living in rural, remote and regional Australia.
I commend those departments and agencies that have demonstrated a commitment to good
service delivery to the Australian public.
It is with pleasure that I present the revised Client Service Charter Principles as a tool to
consolidate the important work we have already done to establish a strong service delivery
culture within Australian Government departments and agencies.
CHRIS ELLISON
Special Minister of State
Senator for Western Australia
June 2000
Contents
page
Foreword
Introduction
Strategic principles and sub-principles
iii
1
4
Principle 1
6
Key elements of a Charter
(What a service charter should contain)
1.1
1.2
1.3
1.4
1.5
Informing clients about the agency
Avenues of communication
Client service standards
Client rights and responsibilities
Client feedback and complaints
Principle 2
6
6
7
8
9
10
Developing a charter
(How to develop a charter)
2.1 Consultation in charter development
2.2 Charter format and style
2.3 Service charter launch
10
10
10
Principle 3
12
Maintaining and reviewing a Charter
(How to maintain and review a charter)
3.1
3.2
3.3
3.4
Purpose of review
Frequency of review
Consultation in review
Ongoing promotion
Principle 4
12
12
13
13
14
Monitoring and reporting
(What to monitor and how to report)
4.1 Monitoring performance against standards
4.2 Reporting performance against standards
4.3 Reporting on Client complaints and feedback
14
14
14
Checklist
16
Introduction
Background to Service Charters in the APS
On 24 March 1997 the Prime Minister announced the Government’s decision to introduce
service charters across Commonwealth Government Agencies as part of his More Time for
Business statement. This announcement heralded the Commonwealth Government’s
commitment to reform the Australian Public Service by seeking to embed a client-focused,
service-delivery culture within departments and agencies through the service charter
initiative.
The Whole of Government report Service Charters in the Australian Public Service, covering
July 1997-June 1999, indicated that 125 Government agencies had a service charter in
place.
Commitment to charter implementation was further rewarded when Senator Ellison launched
the inaugural Service Charters—Awards for Excellence scheme. The Commonwealth
teamed with the Australian Quality Council to develop appropriate selection criteria and a
panel of judges representing industry and consumer groups with a particular interest in
service delivery assessed the applications.
Revision of the Principles for developing a service charter
Initial guidance was offered when the Principles for Developing a Service Charter document
was released in 1997. It focused on the steps necessary to put a charter in place. Now with
this process largely completed, it was appropriate to revise the Principles to give greater
focus to the review, monitoring and reporting of requirements.
The review of the original Principles was a collaborative arrangement between the
Department of Finance and Administration (DOFA) and a group of service charter members
from a range of Government agencies. To retain the transparent and consultative process,
comments were also sought from a number of peak bodies and external organisations with a
vested interest in service delivery.
What is a service charter?
A service charter is a short publication that describes the service experience a client can
expect from an agency. It allows for an open and transparent approach that all parties
understand and can work within. It covers key information about an agency’s service delivery
approach and the relationship the client will have with the agency, including:
x
x
x
x
x
what the agency does;
how to contact and communicate with the agency;
the standard of service clients can expect;
clients’ basic rights and responsibilities; and
how to provide feedback or make a complaint.
A charter need not cover every function and service an agency provides, or detail every
aspect of service delivery. Rather, it should focus on the key areas seen as important by the
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Client Service Charter Principles—June 2000
agency’s clients, stakeholders and staff. Essentially, it is a living document that must evolve
in line with changes to the agency and its clients.
A charter in itself is not intended to confer legally enforceable rights on clients of
Commonwealth agencies, although some individual commitments in that charter may have
legislative links.
Agencies might consider having their charter reviewed by a legal expert to ensure that the
wording used does not inadvertently give rise to legal liability.
A service charter is a public document that should be used as the driver for cultural change
within the agency. This change can encompass client-focus, changed business practices,
outcomes rather than process, better and more responsive communications, and improved
relationships with clients.
Who must have a service charter?
All Government bodies which provide services directly to the public are required to develop a
service charter. Agencies which have indirect client contact (such as policy departments that
contract their service delivery to other agencies or outsource providers) are strongly
encouraged to put in place a service charter that ensures good service delivery.
An agency may have one or several service charters. Some departments and agencies have
several different functions, products or services which result in them having distinct client
groups, each requiring an individual service charter to match their specific service delivery
needs. To meet the needs of people with particular communication requirements, the charter
could be produced in several different formats.
Who has a vested interest in the success of the charter?
These Principles identify three distinct groups with a role and interest in the success of
service charters:
x departments and agencies that offer a product or service;
x clients; and
x stakeholders.
Departments and agencies consist of any organisation that is part of the Commonwealth—
whether covered by the Financial Management and Accountability Act, the Commonwealth
Authorities and Companies Act or other enabling legislation.
Clients can consist of:
x members of the public;
x staff of another department or agency or State or territory government;
x members of the community, industry and other groups; or
x people overseas.
The term ‘client’ is preferred as it infers a level of empowerment to those undertaking a
transaction with the department or agency and also denotes that service delivery is broader
than financial transactions.
Some agencies can easily identify their clients and articulate them as discrete groups in their
charter. However other agencies may have a broader, generic, client base, such as the
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Client Service Charter Principles—June 2000
Australian community. Both descriptions are correct. The issue is for the agency to identify
and consult with the ‘client’ to whatever level it feels is appropriate and to align the service
delivery to meet client needs.
Stakeholders can be:
x community groups;
x another government agency;
x an institution;
x a business group; or
x another entity that has an affiliated interest in the success of that agency.
If an agency wishes to link its charter to a particular client group, service or function, then
flexibility is given to include that detail in the charter title. The agency may wish to offer an
explanation of who the client group is, or what the specific service or function is, in the
document. Further detail is given in sub-principle 2.1.
Agencies should consider aligning their service charter report with other accountability
mechanisms of an agency, such as the portfolio budget statements, the annual report, the
outcomes and outputs framework and corporate plan.
Where to obtain further information and assistance
Responsibility for carriage of the service charter initiative resides with the Department of
Finance and Administration (DOFA).
The Service Charters Unit is located in the Competitive Tendering and Contracting Branch
within DOFA. This Unit can be contacted as follows:
Service Charters Unit
Competitive Tendering and Contracting Branch
Department of Finance and Administration
GPO Box 1920
CANBERRA ACT 2601
Email address: charters@dofa.gov.au
Telephone: 1800 650 531
Fax: (02) 6275 3749
Web address: http://www.ctc.gov.au/charters/index.htm
Assistance is available online at the web site address listed above. The site contains case
studies, links to completed charters, details of the service charter awards and a variety of
publications relating to charter development as well as overseas practices.
DOFA also chairs and coordinates the Service Charter Network. All agencies are invited to
join and meetings are held several times a year. These forums are a useful opportunity to
keep up to date with what is happening with service charters and to share experiences and
best practice ideas for charter activities. A list of service charter officers in each agency, and
their contact details, is maintained by DOFA.
While DOFA has carriage of service charter policy, and manages the Whole-of-Government
reporting process, it relies heavily on the support of the service charter network to ensure the
successful implementation and integration of good client service into agency business
practices.
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Client Service Charter Principles—June 2000
How to use this Booklet
This booklet has been created to help agencies:
x develop a new service charter;
x review an existing service charter; and
x monitor and report on their performance against the service commitments listed in their
service charter.
For ease of reference and use, the information has been set out in three layers:
x the Strategic Principles (the key charter activities);
x sub-principles (which break the key activities up into topics); and
x guidelines (which describe recommended inclusions, features, best practice suggestions,
and issues to think about).
PRINCIPLE
SUB-PRINCIPLE
Strategic Principle 1
1.1
1.2
1.3
1.4
1.5
Key elements of a Charter
Strategic Principle 2
Developing a charter
Strategic Principle 3
Maintaining and reviewing a
Charter
Strategic Principle 4
Monitoring and reporting
Informing clients about the agency
Avenues of communication
Client service standards
Client rights and responsibilities
Client feedback and complaints
2.1 Consultation in charter development
2.2 Charter format and style
2.3 Service charter launch
3.1
3.2
3.3
3.4
Purpose of review
Frequency of review
Consultation in review
Ongoing promotion
4.1 Monitoring performance against standards
4.2 Reporting performance against standards
4.3 Reporting on client complaints and feedback
The guidelines are to be applied at the discretion of the agency except where specifically
noted as ‘mandatory’.
The guidelines allow agencies a great deal of flexibility. This recognises the diversity of
agencies in the Australian Public Service (in terms of size, products and services offered,
client groups, resources, legislative constraints and other operational factors). Instead of a
‘one-size-fits-all’ approach, these guidelines offer individual departments and agencies the
ability to tailor their charter activities to their unique circumstances.
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Client Service Charter Principles—June 2000
Strategic principles for the development, review and reporting
on client service charters by Australian Government
departments and agencies
Key strategic principle
Principle 1
Key elements of a charter (What a service charter should contain)
1.1 Informing clients about the agency
To ensure that clients, stakeholders and staff have a common understanding and recognition
of the agency, and its relationship with its portfolio department or head organisation, the
following identification features are recommended:
¾agency’s name and logo;
¾what the agency or program covered by the Charter does;
¾who the clients or potential clients are;
¾agency Head statement; and
¾relationship to portfolio department or parent organisation.
1.2 Avenues of communication
A service charter is to contain statements on how clients and stakeholders can communicate
with the agency.
Contact issues cover:
¾how to contact the agency—key contact details; postal or street address, phone, TTY
(telephone typewriter), fax or toll free number, email and Web site address;
¾appropriate avenues to meet client needs including people with disabilities and people
with English as a second language. This includes providing information in accessible
formats. See 2.2 for further guidance on accessible formats;
¾counter service facilities;
¾contact details (e.g. by area, regional, rural or remote sites if appropriate);
¾hours of opening;
¾online services, whether via a web site, email or other electronic services.
1.3 Client service standards (mandatory)
The main purpose of having a charter is to define the service experience the client will have
with that organisation and the responsibilities of both the agency and the client. This
experience is described through the key standards of service. Where service delivery is
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Client Service Charter Principles—June 2000
outsourced the provider is required to comply with the service standards set by the
department.
The charter should make clear whether the service standards are:
x aims (i.e. ‘stretching’, but generally achievable standards that a client can expect to have
met on the majority of occasions); or
x service guarantees (standards that will always be met on all occasions).
The service charter is not intended to confer legally enforceable rights on clients of
Commonwealth agencies, unless otherwise determined by legislation. Agencies might
consider having their charter reviewed by a legal expert to ensure that the wording used
does not inadvertently give rise to legal liability.
Agency responsibilities to clients
It is mandatory for the charter to include service standards. However, there is no required
minimum or maximum number of standards.
¾A charter could include standards in one or more of the following areas of the service
experience:
x
the quality of the relationship with the client;
x
the quality of the services provided; and
x
the timeliness of service delivery.
¾Relationship-related standards cover the client’s expectations and understanding of their
relationship with the agency and what it can achieve for them. Service standards could
include:
x
compliance (e.g. explaining clearly what the client needs to do; rights and
responsibilities, mutual obligations);
x
advice (e.g. consistency, accuracy, impartiality); and
x
staff manner and interpersonal skills (e.g. friendliness, helpfulness, respect, sensitivity to
the clients’ individual needs, identifying themselves, explaining, listening carefully to the
client).
¾Service standards could include:
x responsiveness (e.g. prompt referrals, availability of help in emergencies);
x clarity (e.g. of letters, forms and publications, processes and other product information)
and be understandable by people with disabilities;
x accuracy (e.g. of advice, information, payments or filled order); and
x appropriateness (e.g. fit to clients’ needs and circumstances).
¾Timeliness-related standards cover the speed and efficiency of the administration of the
service delivery process and the delivery of the agency’s products. This could include:
x responding to client contacts (e.g. letters, emails, phone messages);
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Client Service Charter Principles—June 2000
x processing (e.g. registration, applications, claims for products and services, filling orders);
x appointments (e.g. availability from time of booking, waiting times for a booked
appointment to start);
x emergency service (e.g. help where no appointment has been made);
x telephone service (e.g. time to get through to a staff member, phone appointments);
x availability of service or information online (see 2.2 for resource details); and
x complaint resolution.
¾When deciding which standards to publish, agencies should take account of the
following:
x
client and stakeholder views and expectations;
x
the fifteen values as described in the Australian Public Service Act 1999 (Part 3, Section
10). For the first time, this Act incorporates values of service as one of the criteria for
managing public service outcomes. It may be useful to reference them in an agency’s
charter;
x the diversity of staff and clients. This is articulated in the Charter of Public Service in a
Culturally Diverse Society, available on the Department of Immigration and Multicultural
Affairs web site at: http://www.immi.gov.au/charters/char-ps.htm;
x
alignment with the agency Corporate Plan (especially strategic goals and business
outcomes);
x
their ability to measure performance against each standard, and current levels of
performance; and
x
realistic and achievable service levels.
¾If compensation and redress are offered by an agency, in the event that service
standards are not met, clients of the agency should be informed.
NOTE:
It is at the discretion of the agency to determine appropriate response times for
correspondence, processing material, appointments, telephone calls, etc. A model for such
service standards could be similar to that used by the United Kingdom Cabinet Office. See
their web site http://www.cabinet-office.gov.uk/servicefirst/2000/introduc/six.htm
1.4 Client rights and responsibilities
A service charter should set out the rights of clients and what they can expect from an
agency. Similarly, it should set out the responsibilities of clients to abide by certain codes of
behaviour, to help the agency provide good service to them and to ensure a successful
ongoing relationship.
Client rights
Clients have:
¾the right to review and appeal;
¾the right to lodge a complaint;
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Client Service Charter Principles—June 2000
¾the right to privacy and confidentiality;
¾the right to see information (i.e. Freedom of Information obligation);
¾the right to access services, facilities and information in a manner which meets their
needs.
Client responsibilities
Clients are obliged:
¾to treat agency staff with courtesy;
¾to attend scheduled meetings punctually;
¾to respond to requests for information by the agency accurately, thoroughly and in a
timely manner;
¾to abide by any legal requirements and other obligations that clients are to meet in order
to be eligible for payments or services sought.
1.5 Client feedback and complaints (mandatory)
Each agency must have avenues for clients to provide feedback and make complaints and
have mechanisms to report on that data. A service charter must contain information on the
feedback and complaints processes. Aspects to consider are:
¾that the agency welcomes feedback (complaints, compliments and suggestions);
¾how to make a complaint, including relevant postal and email addresses, and phone and
fax numbers. Include options (e.g. in person, comment card, on-line feedback form, by
phone, letter, a TTY phone number for people who are deaf, hearing or speech
impaired);
¾how to give feedback specifically about the Charter itself;
¾that the feedback and complaints handling process is accessible, easy to use and free;
¾that the agency records data on complaints, compliments and suggestions and this is
used to help improve client service;
¾that using the agency’s complaint handling system does not prevent the client from using
external dispute handling and appeal mechanisms at any time and should list contact
details for these services;
¾complying with the Complaints Handling standard. Recognition is given to Standards
Australia AS 4269-1995—Complaints Handling. This standard is recommended for
application by agencies, as it specifies the essential elements of an effective complaints
handling process for both complainants and complaint recipients. It also covers the
implementation of a complaints handling process, managing that process and dispute
resolution.
NOTE:
It is important for all client contact staff to be trained in receiving feedback, including assisting
clients to articulate their concerns as well as processing and actioning that feedback. Staff
training should also cover dealing with members of the public, especially those who are likely
to be distressed.
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Client Service Charter Principles—June 2000
Key strategic principle
Principle 2
Developing a charter (How to develop a charter)
2.1 Consultation in charter development
In preparing a service charter, the agency should consult with clients, staff and other key
stakeholders including people with additional or diverse needs in relation to:
¾selecting service standards for inclusion in the Charter;
¾setting service guarantees, where appropriate;
¾determining the amount and level of detail in a charter;
¾deciding whether more than one charter needs to be developed to cater for different
discrete business functions;
¾deciding how performance against the Charter standards and commitments will be
measured and monitored (if mechanisms do not already exist);
¾any additional Charter reporting that is desired.
Consultations with the community should also take account of the needs of all client groups,
including those in rural, regional and remote parts of Australia. People with disabilities also
need special consideration. The Office of Disability Policy, Department of Family and
Community Services, has prepared a booklet to assist Commonwealth organisations to
ensure their consultation processes cater for the needs of people with disabilities. Copies of
this publication can be obtained from their Web site at:
http://www.facs.gov.au/disability/ood/congdein.htm.
2.2 Charter format and style
Service charters across Commonwealth agencies should have a set of common features for
ease of recognition and readability by clients. These features should be designed to assist a
client’s understanding of the service charter.
To ensure that the service charter meets the client’s needs consider the following:
¾a title that clearly identifies the document as a Client Service Charter;
¾the date of Charter publication;
¾a plain English style of presentation;
¾a concise, straightforward and user-friendly presentation;
¾also include the relevant contact details as described in 1.2 above;
¾accessible formats appropriate to meet client needs, such as;
x languages other than English
x web-based documents and sites that do not impose access barriers and pass an
accessibility test such as ‘Bobby’ (see http://www.cast.org/bobby/)
x braille
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Client Service Charter Principles—June 2000
x audio tape
x large print
¾a design that meets the needs of a wide client base (i.e., good contrast between text and
background; use of colour; size of text; and no background images under text);
¾the date of the next review;
¾how to give feedback on the charter itself;
¾a statement of purpose of the Charter (if not accounted for in Agency Head statement in
1.1);
¾the need for supporting documents. The service charter should state where clients could
obtain agency publications and whether they are available for a price or free.
Resources available to agencies include:
¾Office of Disability Policy, Department of Family and Community Services, on
1800 630 839 and TTY 1800 672 682, for obtaining advice on accessible formats.
¾Human Rights and Equal Opportunity Commission guidelines for access guidelines at:
http://www.hreoc.gov.au.
¾English as a second language service. See the web site of the Department of Education,
Training and Youth Affairs at: http://www.detya.gov.au/ty/well/default.htm;
¾Community Languages and Interpreter Services. See the Department of Immigration and
Multicultural Affairs interpreter services web site at:
http://www.immi.gov.au/settlement/TIS.htm);
¾Online services, particularly with reference to providing appropriate services online by
2001 as detailed in the Prime Minister’s Investing for Growth statement. Source material
on this initiative is as follows:
x the Office for Government Online (OGO) Government Online—A Strategy for the
Future at; http://www.govonline.gov.au/projects/strategy/actionplans.htm#top, which
shows the requirement for agencies to develop Online Action Plans related to the
agency’s customer service charter;
x the Australian National Audit Office (ANAO) audit report which analysed the level of
preparedness by the major departments to deliver services electronically at;
http://www.anao.gov.au/rptsfull_00/audrpt18/rpt18-00.pdf
2.3 Service charter launch
Agencies should consider a strategy for launching their service charter to achieve maximum
exposure. This may include:
¾a high-profile launch by the Minister or appropriate dignitary;
¾managing a media campaign and an ongoing communications strategy;
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Client Service Charter Principles—June 2000
¾communication and distribution of the Service Charter to all staff, clients and
stakeholders;
¾distributing the charter to all client contact points;
¾placing it on the agency’s Web site.
Examples of communicating the launch are:
¾managing an external media campaign (e.g. local press, TV, radio);
¾including articles in relevant agency staff magazines and other publications;
¾Including articles in relevant client publications.
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Client Service Charter Principles—June 2000
Key strategic principle
Principle 3
Maintaining and reviewing a charter (How to maintain and review a charter)
3.1 Purpose of review
The service charter should be a living document that evolves in line with changes that occur
within the agency and that affect its clients. This means that agencies must regularly review
their charter to ensure its ongoing relevance and effectiveness. Questions to address are:
¾whether the charter continues to reflect the agency’s approach to client service and any
significant new initiatives in that area;
¾whether the service commitments and standards are still aligned to the needs and
priorities of the agency’s clients and key stakeholders.
¾whether the charter continues to meet the client service principles;
¾whether the current content is accurate (e.g. Agency information on function and contact
details);
¾whether the format, design and availability meet client needs;
¾whether there is reliable and effective data collection on client feedback, service
standards and complaints;
¾whether changes should be made to the complaint handling processes. Apart from direct
agency/client processes, consider the impact of third party review for unresolved
complaints, such as:
x in-house review by an independent officer, or
x through external avenues, such as the:
ƒ Ombudsman;
ƒ Administrative Appeals Tribunal; or
ƒ Human Rights and Equal Opportunity Commission.
3.2 Frequency of review
Agencies should review their charter on a regular basis. This review may occur as part of a
programmed cycle or may be prompted by a specific event. It is suggested that an agency:
¾Regularly review its charter internally (an appropriate period might be every 12-18
months);
¾May also consider having the charter reviewed by an external body (an appropriate
external review period might be every three years).
¾Triggers for reviewing a charter could be:
x
changes to the agency’s organisation structure;
x
changes to Administrative Arrangement Orders;
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Client Service Charter Principles—June 2000
x
changes to the client profile;
x
changes to service delivery mechanisms;
x
unsolicited feedback from clients on the Charter.
3.3 Consultation in review
To be open and accountable, agencies should consult with appropriate clients and
stakeholders during the review process. It is suggested that agencies:
¾determine the scale and mechanisms for consultation;
¾invite comments from clients, staff and stakeholders (e.g. through sample telephone
surveys, counter surveys, etc.);
¾consider feedback data from external sources (e.g. Ombudsman’s Office).
3.4 Ongoing promotion
Once the review has been completed and the service charter revised and updated,
appropriate methods of promoting the updated charter to clients, stakeholders and staff
should be considered.
Agencies should consider:
¾developing a communications strategy to raise awareness of the changes identified in the
review process;
¾making the revised version of the Charter available to all staff, clients and stakeholders;
¾making the revised charter available to all client contact points (ie peak bodies);
¾posting the charter on the agency’s web site.
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Client Service Charter Principles—June 2000
Key strategic principle
Principle 4
Monitoring and reporting (What to monitor and how to report)
4.1 Monitoring performance against standards
The agency publicly accounts for its operations by publishing its client service charter and
information on its compliance with the charter and the agency’s service performance. This is
to ensure that the public and staff are aware of the charter and allows the public to assess
and provide feedback on the agency’s related service performance.
Issues to consider include:
¾regularly monitoring agency performance against the service standards and
commitments published in the Charter (both internally and from a client perspective);
¾regularly monitoring the level of client awareness of the Charter;
¾developing, easy-to-use, electronic, performance monitoring systems (if they are not
already in place).
4.2 Reporting performance against standards (mandatory)
Agencies are accountable for their performance against their service charter standards (see
1.3) and must:
¾publish performance against Charter commitments in the departmental Annual Report
each year;
¾provide Charter performance information annually to the Department of Finance and
Administration for the Whole-of-Government Report on Service Charters.
Agencies could also consider:
¾developing and applying a strategy to report on performance against the charter
standards to clients, staff and stakeholders.
This has the benefit of ensuring openness and accountability so that an ongoing relationship
with clients, stakeholders and staff of the agency is maintained.
4.3 Reporting on client complaints and feedback (mandatory)
Agencies are required to have a strategy to manage and report on feedback and complaints
(see 1.5) and must:
¾publish a summary, with reference to complaints data, and the department’s general
response to complaints, in the department’s annual report;
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Client Service Charter Principles—June 2000
¾provide requested summary information annually to the Department of Finance and
Administration for the Whole-of-Government Report on Service Charters.
NOTE
For 4.2 and 4.3 reporting, see section 11, Report on Performance, Requirements for
Departmental Annual Reports, Department of the Prime Minister and Cabinet.
Optional
In addition to reporting by general type of feedback (i.e. complaint, compliment or
suggestion), agencies might choose to report in more detail, on the subject matter of that
feedback. Different break-ups could include, for example:
x policy versus service delivery issues;
x by program, product or service offered by the agency;
x by key aspects of service delivery (e.g. staff attitude, speed); or by
x efficiency, office environment issues, etc.
This level of reviewing and reporting on client feedback can help an agency to better target
areas for service delivery improvement. However, the practicality and usefulness of this
approach will vary between agencies and will be influenced by factors such as the number,
nature and complexity of the products and services delivered and on the ability of the
agency's feedback system to record that level of detail.
19
Client Service Charter Principles—June 2000
Checklist for developing a Service Charter
Service charter commitment and consultation
¾Has commitment from management been obtained for the development of the service
charter?
¾Have you identified the agency’s purpose in preparing a service charter?
¾Do staff understand what the service charter means to the agency’s business?
¾Have clients, staff and other key stakeholders been consulted during development of the
service charter?
Service charter coverage
¾Does the service charter state who the agency’s clients are?
¾Has the service charter covered how agency staff will treat its clients?
¾Does the charter state the services it covers, including those delivered directly to the
public, those that are delivered indirectly on behalf of the agency, and those that are not
delivered directly by the agency, but nevertheless have an impact on the community?
¾Is it clear to clients that the charter covers all of the agency’s overall operations or only
certain programs or services for which the agency is responsible?
¾Should there be more than one charter from the same agency designed to cover specific
client groups or services?
¾Does the agency provide online communication strategies and online service delivery?
¾Does the charter cover the specific needs of clients in rural and regional Australia?
¾Does the charter cover the values expressed in the Australian Public Service Act 1999,
and the principles in the Charter of Public Service in a Culturally Diverse Society from the
Department of Immigration and Multicultural Affairs?
¾Does the charter cover all of the mandatory requirements expressed at 1.3, 1.5, 4.2, and
4.3?
Service charter format
¾Is the language, format and presentation of the charter understandable, readable and
accessible to the agency’s clients, including those with specific needs?
¾Is there more than one version of the charter to suit the needs of client’s with particular
communication needs?
Service standards
¾Are the standards within the service charter measurable (i.e. quantitative) or qualitative?
¾Are the service standards set to encourage improvement in the agency’s performance?
¾Does the service charter set out clients’ rights and responsibilities?
20
Client Service Charter Principles—June 2000
Complaints handling
¾Does the service charter state the agency’s complaints handling procedures and
encourage client feedback?
¾Does the agency have accessible internal complaints handling procedures in place?
¾Does the service charter provide contact details for external dispute handling
mechanisms?
Monitoring and review
¾Does the charter state the agency’s monitoring and internal review procedures?
¾Does the charter articulate an external review process to measure performance against
the service charter standards?
¾Do the monitoring and review procedures provide avenues for participation by clients,
staff and other key stakeholders?
¾Has the agency developed reporting and accountability procedures, including, for
example, publication of the Service charter’s performance in its annual report?
¾Has a review date been set for the charter?
¾Is the charter consistent with the framework as set out in this Principles booklet?
Service charter promotion
¾Has the agency developed procedures to ensure the promotion of the charter, and its
availability?
¾Has the agency considered a broad range of marketing methods so that staff,
stakeholders and clients will all know what the charter is and where to find it?
21
Client Service Charter Principles—June 2000
Principle 1—Identification of the organisation and its clients
A service charter is to clearly identify the agency, the agency’s purpose, its client base and
its services.
100% of service charters met this Principle.
Service Charters in the Commonwealth Government
13
Principle 2—Communication
A service charter is to detail information which facilitates communication between the
agency and its clients.
99% of service charters complied with this Principle.
Of the 143 service charters that reported against this Principle, 141 (99%) of staff indicated awareness
of their charter by staff, 138 (97%) indicated awareness by clients and 135 (94%) indicated awareness
by stakeholders.
Service Charters in the Commonwealth Government
13
CHART 4—AWARENESS OF SERVICE CHARTER BY GROUP
(NUMBER AND PERCENTAGE)
141
(99%)
138
(97%)
135
(94%)
Staff
Client
Stakeholder
ƒCASE STUDIES
Office of Film and Literature Classification
Communication and consultation at the Office of Film and Literature Classification was effectively
managed through a comprehensive, multifaceted approach including: formal meetings; receiving and
responding to community and industry suggestions and complaints; discussions with staff; and through
a client survey.
Austrade
In December 1999, Austrade received a Silver Award for Excellence from the Special Minister of
State in recognition of its communication strategy which targeted a global network of more than
90 offices in Australia and overseas.
Bureau of Meteorology
Communication at the Bureau of Meteorology is managed both online through Internet and email
commentary, and in more traditional external focus groups and internal discussions.
14
Second whole-of-government report
Principle 3—Client service standards and client rights and
responsibilities
A service charter is to set out the agency’s client service standards and client rights and
responsibilities.
99% of service charters met this Principle in at least one of the ways listed below.
Of the 143 service charters that reported against this Principle:
x 127 (89%) included details on how they deliver services—for example, time taken to respond to a
letter;
x 124 (87%) covered the quality of the agency’s relationship with clients;
x 99 (69%) reflected the values of the Australian Public Service Act 1999;
x 92 (64%) complied with the Government’s Charter of Public Service for a Culturally Diverse
Society under the Commonwealth Access and Equity Strategy;
x 65 (45%) confirmed that their charter covered those living in rural, remote and regional Australia;
x 60 (42%) covered online service delivery;
x 56 (39%) addressed delivery of services to people with disabilities;
x 45 (31%) accounted for service delivery to people from non-English speaking backgrounds; and
x 30 (21%) covered services to be delivered by outsourced providers.
Chart 5 illustrates the number of service charters that have defined service standards and embraced
contemporary government reforms.
Service Charters in the Commonwealth Government
15
CHART 5—SERVICE CHARTERS THAT ADDRESS
CONTEMPORARY GOVERNMENT REFORMS (TOPIC AND NUMBER)
140
120
100
80
60
40
20
0
Yes
No
er
h
ov
id
ur
c
ed
pr
-E
ng
so
ilit
ab
lis
ss
y
de
l
e
D
is
N
on
O
ut
in
e
se
rv
ic
R
ur
O
nl
ac
ce
er
y
iv
es
s
al
di
v
ac
c
er
se
Ac
t
ra
ll y
tu
AP
S
C
ul
re
nt
C
lie
Se
rv
ic
e
la
tio
de
ns
liv
er
hi
p
y
No response
ƒCASE STUDY
Aboriginal Hostels
In December 1999, the Special Minister of State presented a Silver Award for Excellence to
Aboriginal Hostels in recognition of its work in clearly explaining clients’ rights and obligations
through its service charter.
16
Second whole-of-government report
ƒCASE STUDY
Australian War Memorial
Results from measuring performance standards at the Australian War Memorial showed that:
x approximately 27 500 people attended national ANZAC Day and Remembrance Day
commemorative ceremonies (up 2% from 1998–1999);
x the Memorial's commemorative services received an average rating of 4.8 on a scale of one to five
(with five being the highest rating) in a visitor exit survey;
x the Memorial recorded that 39 407 clients visited the Research Centre Reading Room, a 297%
increase1998-99. As well, 514 247 user sessions were recorded accessing the Memorial's web site,
a rise of 109% on the previous year;
x all Memorial galleries received a rating of 4.4 or higher, on a scale of one to five (with five being
the highest rating), in a visitor exit survey;
x 100% of visitors indicated in a survey that they were moved by stories in the exhibitions they
visited, with 99% saying they found the Memorial's family holiday program to be value-formoney;
x 83% of visitors surveyed said they knew more about the Second World War after viewing the
Memorial's Second World War galleries;
x 90% of visitors surveyed rated the Memorial’s education programmes as good or excellent;
x compliments received increased greatly in number for 1999–2000 while complaints only increased
marginally; and
x 85% of visitors said in an exit survey that the Memorial had improved its performance since their
last visit.
Service Charters in the Commonwealth Government
17
Principle 4—Client feedback and complaints
A service charter is to articulate an agency’s policy on obtaining feedback and handling
client enquiries and complaints.
92% of service charters have formal systems to record complaints feedback for a full year.
Of the 133 service charters that reported against this Principle:
x 100 (75%) had systems in place for recording compliments;
x 110 (83%) had systems for recording suggestions; and
x 123 (92%) had systems for reporting on complaints.
Chart 6 provides a comparison with the 1997–1999 figures on client feedback.
Several agencies reported that due to internal restructuring their recording systems were being
reviewed. The ten agencies with charters under development, being re-developed or having an interim
charter were not able to report on this Principle.
18
Second whole-of-government report
CHART 6—SERVICE CHARTERS WITH SYSTEMS TO RECORD
CLIENT FEEDBACK (PERCENTAGE)
82%
82%
75%
89%
83%
92%
Comparison
of two reports:
1997-1999
1999-2000
Systems to record
compliments
Systems to record
suggestions
Systems to record complaints
ƒCASE STUDY
International Child Abduction, Child Support and Civil Procedure,
Attorney-General’s Department
The existing performance standards for international child abduction, child support and civil procedure
predominantly relate to timeliness and the quality of relationships with clients and services provided.
No complaints were received and there was no misuse of personal information. Feedback was positive
and established processes and procedures are well maintained. Participative management practices
sought to foster professionalism, innovation and best practice.
Service Charters in the Commonwealth Government
19
ƒCASE STUDY
Child Support Agency
The Child Support Agency charter asks clients who have a problem to directly contact a client service
officer or manager. If the client is still not satisfied they can call a complaints officer on a dedicated
complaints telephone number for the cost of a local call. In addition, clients can register complaints
through a free fax and teletypewriter system. A holistic approach to complaints management has been
introduced by integrating the complaints system, letters to Ministers, complaints through the
Ombudsman and privacy complaints. Improvements to the system are designed to position the
Complaints Service to be the complaints mechanism of choice for clients.
20
Second whole-of-government report
Principle 5—Consultation in charter development
A service charter is to be developed in consultation with clients, staff and other key
stakeholders.
99% of service charters were developed in consultation with the agencies’ clients, staff and/or
stakeholders.
As Chart 7 indicates, of the 143 service charters to report against this Principle, two (1%) did not
provide a response to this question. The remaining 141 (99%) indicated that their service charters were
developed in consultation with others, as follows:
x 65 (45%) consulted with all groups (clients, staff and other key stakeholders);
x 28 (20%) consulted with staff and stakeholders only;
x 18 (13%) consulted with clients and staff only;
x 12 (8%) consulted with stakeholders only;
x 10 (7%) consulted with clients and stakeholders only;
x 7 (5%) consulted with staff only; and
x 1 (1%) consulted with clients only.
Some agencies also consulted with community groups that represented their client’s interests. This
approach has the benefit of the agency becoming aware of client concerns through a readily accessible
group that represents a spread of individuals likely to have dealings with that agency.
Service Charters in the Commonwealth Government
21
CHART 7—CONSULTATION IN SERVICE CHARTER
DEVELOPMENT (NUMBER AND PERCENTAGE)
Staff only
7 (5%)
Clients and
stakeholders only
10 (7%)
No response
2 (1%)
Clients only
1 (1%)
Stakeholders
only 12 (8%)
Clients and
staff only
18 (13%)
All groups
(clients, staff and
stakeholders)
65 (45%)
Staff and
stakeholders only
28 (20%)
ƒEXTRACT
Commonwealth Ombudsman
We have just completed a major client survey …This analysis will give us a great deal of objective
information about how we have performed quantitatively and qualitatively against the service charter.
More importantly, this information will provide a valuable focus when reviewing the service charter.
22
Second whole-of-government report
Principle 6—Format, style and promotion
A service charter should be designed and promoted in a format and style suitable for an
agency’s clients.
98% of service charters were presented in formats suitable to their clients needs.
Of the 133 service charters to report against this Principle, three (2%) did not respond to this survey
question. The remaining 130 (98%) reported on format, style and promotion as follows:
x 92 (69%) are available in paper and electronic formats;
x 25 (19%) are available in paper format;
x 7 (5%) are available in electronic, paper and other* formats;
x 4 (3%) are available in electronic format; and
x 2 (2%) are available in paper and other* formats.
The ten agencies with charters under development, being re-developed or having an interim charter
were not able to report on this Principle.
* ‘Other’ is defined as charters provided by agencies in formats such as braille, large print and
teletypewriter (TTY).
Service Charters in the Commonwealth Government
23
CHART 8—FORMATS OF SERVICE CHARTERS
(NUMBER AND PERCENTAGE)
Paper, electronic
and other
7 (5%)
Paper and other
only 2 (2%)
Electronic only
No response
4 (3%)
3 (2%)
Paper only
25 (19%)
Paper and electronic
only
92 (69%)
ƒEXTRACTS
Department of Employment, Workplace Relations and Small Business
The service charter will be released as a printed version, in PDF and in HTML on the Internet. We
are also looking at large print versions, braille and languages other than English, together with
availability through Teletypewriter for hearing impaired clients.
Australian Customs Service
The service charter is available in brochure format and on the Internet. The online version will be
made available in a number of different languages. As part of Customs’ Internet strategy, the charter
will be placed on foreign language search engines to better position it for clients overseas and clients
in Australia who speak a language other than English.
24
Second whole-of-government report
Principle 7—Complaints handling processes
A service charter is supported by complaints handling mechanisms for resolving client
complaints.
96% of service charters have complaints handling processes that track and manage complaints.
As Chart 9 indicates, of the 133 service charters that reported against this Principle, 128 (96%) have a
process that tracks and manages a complaint, from receipt through to resolution. Increasingly these
processes are electronic-based and tailored to suit the operations of an agency. By way of comparison,
89% of charters reported systems for the 1997–99 period (Chart 10).
CHART 9—SERVICE CHARTERS WITH COMPLAINTS HANDLING PROCESSES
(NUMBER AND PERCENTAGE)
Processes not
in place
5 (4%)
Processes
in place
128 (96%)
Service Charters in the Commonwealth Government
25
CHART 10—SERVICE CHARTERS WITH COMPLAINTS
HANDLING PROCESSES (PERCENTAGE)
96%
Comparison
of two reports:
1997-1999
1999-2000
89%
ƒCASE STUDY
Family Court of Australia
The Family Court of Australia is implementing Casetrack and Caseflow, two new systems designed to
accelerate the time it takes to handle cases within the court.
Casetrack is a case management computer system that will automate lengthy administrative
procedures and provide an integrated replacement for many dated systems. Stage two of Casetrack
will enable electronic filing of forms and documents, and the electronic storage of files.
Caseflow will be a more service-oriented and productive way of responding to client needs by
proactively managing cases to resolution. Caseflow staff will supervise the progression of all cases
from initiation through to a fully defended hearing. They will supervise the overall progress of cases
and liaise with all professional staff, judicial officers, solicitors and litigants, to ensure holistic
management.
26
Second whole-of-government report
Principle 8—Monitoring and review
A service charter commits the agency to monitor and review arrangements.
66% of service charters are underpinned by systems designed to track and measure their effectiveness
against the charter standards.
Of the 133 service charters that reported against this Principle, 88 (66%) are underpinned by systems
designed to track and measure their effectiveness against the charter standards. Chart 11 demonstrates
that of this number, 54 (40%) have systems for all of their standards, whilst 34 (26%) have systems for
some of their standards.
Principle 8 also commits agencies to regularly review their charter. Of the 133 service charters that
reported against this Principle, 111 (83%) are reviewed regularly internally, usually on an annual
basis, and 51 (38%) are reviewed by an external provider, usually on a three-year basis.
Chart 12 compares returns from the first and second whole-of-government reports on the percentage of
charters underpinned by systems designed to measure charter standards.
CHART 11—SERVICE CHARTERS WITH SYSTEMS TO MEASURE
THE EFFECTIVENESS OF CHARTER STANDARDS
(NUMBER AND PERCENTAGE)
No response
3 (2%)
None
42 (32%)
All
54 (40%)
Some
34 (26%)
Service Charters in the Commonwealth Government
27
CHART 12—SERVICE CHARTERS WITH SYSTEMS TO MEASURE
SERVICE CHARTER STANDARDS (PERCENTAGE)
39%
Comparison
of two reports:
40%
32%
28%
30%
1997-1999
1999-2000
26%
3%
All
standards
Some
standards
No
standards
2%
No response
ƒCASE STUDY
Child Support Agency
In monitoring and reviewing its charter, the Child Support Agency conducted a survey in May 2000
against its six performance standards. These were measured using a Client Satisfaction Index and
Professionalism Index. The results on a five-point scale (one being very dissatisfied to five being very
satisfied) were:
Objective and unbiased
3.6
Prompt
3.4
Accurate
3.4
Respectful
3.9
Sensitive to your needs
3.4
Professional
3.6
Despite dealing with a difficult and sometimes traumatic area of service delivery, these results have
remained consistent or are improved when compared to 1998–99.
28
Second whole-of-government report
Principle 9—Accountability
The agency publicly accounts for its charter operations by publishing its client service
charter information on its compliance with the charter and the agency’s service
performance.
86% of service charters published performance information in an annual report document.
Of the 133 service charters that reported against this Principle, 114 (86%) reported on charter
performance in their own annual report, or provided a summary in their portfolio annual report
document (Chart 13).
CHART 13—SERVICE CHARTERS REPORTED ON IN AN
ANNUAL REPORT DOCUMENT (NUMBER AND PERCENTAGE)
Did not report
19 (14%)
Reported
114 (86%)
Service Charters in the Commonwealth Government
29
ƒCASE STUDIES
Aboriginal and Torres Strait Islander Commission
The 1998–1999 Aboriginal and Torres Strait Islander Commission (ATSIC) Annual Report included
information on the development and promotion of ATSIC’s service charter and issues dealt with
through their Complaints Scheme.
Department of Veterans’ Affairs
In December 1999, in recognition of the service delivery standards, the Department of Veterans’
Affairs received two gold category Special Minister of State Excellence Awards. These were
presented for: Excellence in raising client awareness through service charter development and use; and
excellence in integrating service charter-driven, client service outcomes, with core business practices.
30
Second whole-of-government report