1
1
Online and on time for state revenue
Influencing client behaviour through systems, processes and people.
Helen Wootton Director Land Tax November 2015
2
2
Office of State Revenue client base
• Employers, or a group of employers
• Entities or individuals with a permit to extract minerals or petroleum
• Companies, trusts or individuals who own freehold land in Queensland as at midnight on 30 June each year
• Companies, trusts and individuals who complete a dutiable transaction.
3
3
Where are we today?
November 2015 | Online and on time for state revenue |
Revenue Stream Lodgements % electronic
Payroll Tax 2014-2015 223,123 96%
2010-2011 214,402 93%
Land Tax Clearances 2014-2015 142,859 98%
2010-2011 105,219 88%
Transfer Duty 2014-2015 180,966 96%
2010-2011 145,116 91%
By July 2015, the OSR had achieved great results for online lodgements and online payments.
4
4
Online payments
November 2015 | Online and on time for state revenue |
Revenue Stream Payments % electronic
Payroll Tax 2014-2015 206,939 99%
2010-2011 192,589 94.6%
Royalties 2014-2015 649 91%
Land Tax 2014-2015 78,837 73%
5
5
How did we get there?
November 2015 | Online and on time for state revenue |
July 2005
• Revenue Management System (RMS)
– the new OSR online system for lodgements and payments was launched for payroll tax.
– Positive client feedback:
Convenience Security Simplicity
6
6
Revenue Management System
7
7
Business Intelligence
8
8
New Compliance Model
9
9
Client engagement
10
10
RMS enhancements
July 2009
RMS refreshed, incorporating more electronic lodgement and payments for Duties, Land Tax and Payroll Tax
On-going improvements to business intelligence suite
July 2012
Collection of royalties was transitioned to OSR and a new online service implemented.
11
11
Improved business intelligence
• Access to an increasing number of data sources.
• High Availability Network Appliance (HANA) capable of processing complex queries over vast volumes of data in near real-time.
• Implementation of Assurance and Compliance Software (ACS) - a business intelligence tool that accesses modelled data, facilitating client segmentation and customised campaigns built around client compliance behaviour.
12
12
Behavioural Insights
The exploration of client behaviour and identifying ways to encourage clients to make better decisions for themselves.
EAST:
Four simple ways to apply behavioural insights
13
13
Applying Behavioural Insights
• Changes to payroll tax compliance approach, where clients are notified re data currently held by the office.
• Clients are encouraged to voluntarily comply with their obligations to avoid penalties.
• Significantly improved ROI for the compliance teams.
14
14
New look assessment notice
November 2015 | Online and on time for state revenue |
Colour
Key information displayed in right top hand corner
Message box displaying a nudge Clear concise text Preferred payment method
15
15
New technology
• Using SMS reminders to prompt payment Using technology client is comfortable with Cost effective
Timely
Issue: Data quality
16
16
Collaborating with SMEs - CSIRO
“Sticker” trial Objectives
– Using Behavioural economics for: Channel optimisation – online Compliance – on time
– ‘Back of the envelope’ message
17
17
Collaborating with SMEs - DSITI
Different letter formats trialled to prompt full disclosure: Control letter• Current standard format and text for letters to clients, written by OSR staff Salient letter
• Written by DSITI, focusing on highlighting key information, using simple and active language, using a personal email address rather than a generic mailbox, and noting that future non-compliance could attract a penalty.
Salient letter + sticker
• The use of the sticker is to make the clients feel engaged and appreciated, particularly as these clients have had minimal contact
Easy Return
• This format is to make it easy for the clients and included a reply paid envelope
18
18
Preliminary Results
Both of these trials with expert teams illustrated the impact that the
selection and placement of text and messages can have on influencing client behaviours.
Land Tax Division has taken a range of learning from these activities to implement a changed approach to client communication.
19
19
Compliance
letters…from
old
20
20
…to
new
21
21
From an information
sheet…
22
22
To targeting key messages
23
23
What do we have planned?
We still have client groups who are yet to embrace online
payments – but we don’t want
them getting into a flap about it!
24
24
Going
forward…
Our business improvement program will continue to focus on maximising online payments through:
• Promoting online payment methods on all assessment notices and publications
• Training staff to support the integration of behavioural insights principles as part of BAU
• Collaborating with stakeholders to remove barriers to online payments
25
25
