quarterly pulse check survey q4 2016 - nsw.gov.au€¦ · project objectives of the quarterly pulse...

Quarterly Pulse Check Survey Q4 2016

Summary Report

December 2016

Table of Contents

1

Item Page no.

1 Executive Summary 2

2 Background and Methodology 4

3 Considerations for QPCS Interpretation 10

4 Customer Satisfaction Index and other Outcome Measures 12

5 Insights on Satisfaction Drivers 16

6

Insights on Key Primary Opportunity Areas• Area 1: Efficiency and Effectiveness of Employees• Area 2: Access to Information• Area 3: Simplicity and Efficiency of Processes

21

7 Channel Usage and Preference 26

8Appendices• Demographic Profile of Respondents

28

Source: Office of Customer Service Commissioner, Quarterly Pulse Check Survey Q4 2016

Executive Summary


Customer Satisfaction and Effort

• The Customer Satisfaction Index (CSI) as measured by the Quarterly Pulse Check Survey (QPCS) in Q4 2016 is 77.8 for consumers and 76.1 for businesses. Average satisfaction is 7.4 out of 10 for consumers and 7.2 out of 10 for businesses.

• There is a correlation between average satisfaction and the level of effort that customers have to personally put forth when dealing with NSW Government services. In general, average satisfaction is higher for customers who felt they exerted a low amount of effort compared to customers who felt they exerted a medium to high amount of effort.

• Qualitative research shows that a smooth online experience could reduce the amount of effort that customers feel they exert when dealing with Government services, suggesting opportunity to further enhance digital services to improve customer satisfaction.

Channel Usage

• Online is the most preferred channel among businesses and the second most preferred channel among consumers when dealing with NSW Government services. Customers expect call centre staff to be knowledgeable when they call up to seek further clarification on a particular issue, especially if online information is insufficient. In addition, multiple phone transfers has been cited as a frustrating process that further increases perceived level of effort.

3

Executive Summary

Customer Satisfaction Index:

Insights on Key Primary Opportunity Areas

• Attributes relating to ‘Efficiency and Effectiveness of Employees’ and ‘Access of Information’ were rated relatively high overall. ‘Employees are respectful’ was rated as the highest performing attribute, whilst ‘Accountability’ was the lowest rated employee attribute.

• Consistent with the Annual CSMS results, process related attributes were the lowest rated. The three lowest process related attributes were ‘the process is designed to reduce wait times’, ‘service feels seamless’ and ‘I can get to the right person the first time’.

Project Background & Objectives


Improving customer satisfaction with key government services is one of the 12 Premier’s Priorities.

The Quarterly Pulse Check Survey was developed in 2016 as part of the broader customer satisfaction program work. In conjunction with the Annual Customer Satisfaction Measurement Survey (CSMS), which was developed in 2013, outputs are used to measure progress against the Premier’s Priority 12 – ‘improve customer satisfaction with key government services every year, this term of government’.

5

2013 2014 2015 2016

Development of the Annual Customer Satisfaction Measurement Survey (CSMS) jointly developed by the Customer Service Commissioner

and the Public Service Commissioner.

Annual CSMS pilot with 6,208 customers (consumers and

businesses). Findings used to shape improvements to instrument and

implementation approach.

2015 Annual CSMS launch completed with 4,137 consumers

and 1,126 businesses.

2016 Annual CSMS completed with 4,237 consumers and 1,132

businesses.

The QPCS methodology was developed and piloted with 500

consumers and businesses.

The results of the Annual CSMS and Quarterly Pulse Check Surveys are also used to complement existing Agency level research programmes and provide important information for Agencies to continue shaping and refining their strategies.

Background

Source: Office of Customer Service Commissioner, Quarterly Pulse Check Survey Q4 2016 6

Driver Deep Dive

Capture breadth: understand respondents’ perceptions across the

drivers of satisfaction identified in the Annual CSMS

Capture depth: deep dive into specific key primary opportunity areas identified in the Annual CSMS

Frequency

Provide a more frequent understanding on how New South

Wales Government services are performing overall, interpreted in the

context of the Premier’s Priority 12

+

Lead indicator for Premier’s Priority 12 - respondents’ perceptions of NSW

Government services overall, captured by the Customer Satisfaction Index

and its composite measures (overall satisfaction,

expectation, ideal service)

Breadth: more frequent understanding of the 8 drivers of satisfaction.

Depth: deeper understanding of key primary opportunity areas captured in

the Annual CSMS (e.g. access, efficiency and effectiveness of

employees etc.)

+

Customer Satisfaction Index & Baseline Measures

Deep Dive into Driver Performance

Project Objectives:

Research Outputs:

Fixed section Fixed + rotating variable section

Project objectives of the Quarterly Pulse Check Survey (QPCS) and key research outputs

Objectives and Key Outputs


The QPCS Methodology is aligned to the Annual Customer Satisfaction Measurement

Survey (CSMS) approach:

• Captures feedback across 22 different NSW Government services (described

in the customers language).

• Feedback received from customers about each of the individual services is

aggregated to provide a view of the performance of NSW Government

services overall.

• Each respondent provides feedback regarding 1 or 2 services. As a result,

the total number of responses received across services is greater than the

total number of customers who completed the survey.

The survey was completed from the 27th October 2016 to 3rd November 2016 and

results are therefore reflective of experiences with services over the six months prior,

from April 2016 to October 2016.

The Q4 2016 QPCS was completed with:

• N = 1,047 consumers, and

• N = 255 businesses.

All scores reported in this document are out of 10, with the exception of the Customer

Satisfaction Index which is out of 100.

Rounding process is in place to ensure all graphs add up to 100%.

7

Research Scope and Approach

Industry• Agriculture Advice and

Funding Services• Business Advisory Services • Water Supply• TAFE Services

Justice • Police • State Emergency Services • Prisons • Courts • Fire Brigades • Art Galleries and Museums

Family & Community Services • Public Housing • Disability Services • Child Protection• Services for Older People

Transport• Public Transport • Car and Boat Registration • Major Roads

Finance, Services & Innovation

• Consumer Affairs (Fair Trading)

Planning & Environment

• Environment and Wildlife Protection

Education

• Public Schools

Health

• Public Hospitals and Ambulance Services

Multiple clusters

• Documentation Services (including certificates for births deaths and marriages; trade licenses and certificates; and drivers licenses)

In scope services:

Source: Office of Customer Service Commissioner, Quarterly Pulse Check Survey Q4 2016 8

Linkage Between the Annual CSMS and QPCS

Key Features 2016 Annual CSMS Q4 2016 QPCS

Qualifying Criteria and Measurement Period

• Direct dealings with NSW public services within last 12 months

• 2016 CSMS results are reflective of experiences with services between May 2015 and May 2016

• Direct dealings with NSW public services within last 6 months

• Q4 2016 QPCS results are reflective of experiences with services between April 2016 and October 2016.

Customer Satisfaction Index

• Both studies measure expectations, satisfaction and comparison with an ‘ideal service’

Perceptions of services& Satisfaction Drivers

• Measures perceptions of attributes• Drivers of satisfaction are derived from measurement at an

attribute level for all drivers

• Measures perceptions of satisfaction drivers (asked directly)• Drivers of satisfaction as identified by the CSMS

Sample Size (2016) • Consumer n=4,237; Business n=1,132 • Consumer n=1,047; Business n=255

Margin of Error for Customer Satisfaction Index(95% Confidence Interval)

• Consumer is ± 0.4• Business is ± 0.8

• Consumer is ± 1.0• Business is ± 2.3

Recency of Experience

Consumers:• 0-3 months: 57%• 3-6 months: 22%• 6-12 months: 21%

Businesses:• 0-3 months: 50%• 3-6 months:25%• 6-12 months: 25%

Consumers:• 0-3 months: 63%• 3-6 months: 37%

Businesses:• 0-3 months: 66%• 3-6 months: 34%

The table below provides an overview of the differences between the Annual CSMS and QPCS:


Findings and quotes from the qualitative research have been integrated throughout the report to support and supplement analysis.

Findings are indicated using this symbol:

Quotes are indicated using this symbol:

Detailed findings can be found in Appendix B.

9

Focus Group Methodology

The online survey is focused on reaching the primary research objectives by capturing feedback on satisfaction and information on the drivers of satisfaction on more regular basis. Qualitative research allows for the results of the online survey to be further understood and to provide additional context around the insights.

For the QPCS Q4 2016, three focus groups were held across two different geographical regions:

Qualitative Research Objectives

Identify opportunities that could enhance future service delivery

Understand what is driving high effort interactions and thus the relationship

between effort and satisfaction+

QPCS Q4 2016 Focus Groups

“

“

120 minfacilitated focus group

6 - 8customersper group

• Two consumer groups and one business group were held across Sydney CBD and Parramatta

• It comprised people who had direct dealings with NSW Government services in the last 6 months

• Respondents were selected to provide a mix of ages, genders, geographical locations and experiences

Considerations for QPCS Interpretation


General Considerations:

• The QPCS results do not replace the Annual CSMS results, but

provide a directional indication of the shift in the results.

• Although the QPCS sample characteristics are closely representative

of the NSW population, different customers have been surveyed and

as such the results are directional indicators of shifts in the Annual

CSMS results only.

• The margin of error (MoE) for the QPCS needs to be considered

when interpreting the results (see slide 3 for further detail on MoE

differences).

11

Key Considerations for Interpreting QPCS Insights

Considerations for interpreting the first QPCS data point:

• The first QPCS data point will be used as a benchmark for subsequent QPCS data points. The Annual CSMS results have been provided as

additional context for the first QPCS data point only.

• The QPCS results need to be interpreted in the context of the time of the year and in light of events in order to normalise seasonal trends in

the data. Therefore, overall caution should be taken when interpreting the QPCS findings until a minimum of a full year of results has been

collected, so that any seasonal impacts can be examined and adjusted accordingly.

• A longitudinal dataset will need to be built over time in order to identify 'real' trends in the QPCS results and to strengthen the reliability and

validity of any conclusions drawn.

0

1

2

3

4

5

Q42016

Q12017

Q22017

Q32017

1. Set a benchmark with the first data point

Interpretation Plan for Tracking Study

2. Draw insights by comparing to previous quarter

3. Form a directional trend

4. Develop a lead indicator

We are here

Time

Customer Satisfaction Measures


The Customer Satisfaction Index

Consumer Business

*Annual CSMS is measured based on 12 months period, whereas QPCS is based on 6 months period – the QPCS data point should not be correlated with the Annual CSMS until a full year of results are collated and adjusted for seasonality (the Annual CSMS results have been provided as additional context for the first QPCS data point only).

Cu

sto

mer

Sat

isfa

ctio

n In

dex

(o

ut

of

100)

Cu

sto

mer

Sat

isfa

ctio

n In

dex

(o

ut

of

10

0)

The Customer Satisfaction Index (CSI) as measured by the QPCS in Q4 2016 is 77.8 for consumers.

The Customer Satisfaction Index (CSI) as measured by the QPCS in Q4 2016 is 76.1 for businesses.

76.178.4

50.0

75.0

100.0

QPCS Q4 2016(n=375)

CSMS 2016(n=1,645)

77.8 78.7

50.0

75.0

100.0

QPCS Q4 2016(n=1,611)

CSMS 2016(n=6,971)

BusinessConsumer

The Customer Satisfaction Index (CSI) is a composite measure of the average satisfaction, average gap to expectation and average comparison to an ‘ideal service’ metrics.


Top Line Performance – Satisfaction, Expectation and Comparison to ‘Ideal’

Consumer - Baseline Measures

% D

istr

ibu

tio

n

Business - Baseline Measures

Average satisfaction as measured by the QPCS in Q4 2016 for consumers is 7.4, which is below average expectation of 7.8. When compared to an ‘ideal’ service, consumers rated NSW Government services on average 7.1 out of 10.

Average satisfaction as measured by the QPCS in Q4 2016 for businesses is 7.2, which is below average expectation of 7.6. When compared to an ‘ideal’ service, businesses rated NSW Government services on average 7.1 out of 10.

10% 6%12% 9% 7%

12%

17%

13%

19%16%

13%

18%

73%81%

69%75% 80%

70%

0%

20%

40%

60%

80%

100%

Satisfaction(n=1,651)

Expectation(n=1,635)

Comparison toIdeal

(n=1,620)



Comparison toIdeal

(n=7,015)

Low (1-4) Neutral (5-6) High (7-10)

QPCS Q4 2016 Annual CSMS 2016

Average (out of 10)

7.4 7.8 7.1 7.5 7.8 7.2

% D

istr

ibu

tio

n

15%8%

15%7% 5% 9%

15%

13%

14%18%

14%

20%

70%79%

71% 75%81%

71%

0%

20%

40%

60%

80%

100%

Satisfaction(n=382)

Expectation(n=381)

Comparison toIdeal

(n=375)



Comparison toIdeal

(n=1,718)

Low (1-4) Neutral (5-6) High (7-10)

QPCS Q4 2016 Annual CSMS 2016

Average(out of 10)

7.2 7.6 7.1 7.5 7.9 7.3

BusinessConsumer

*Annual CSMS is measured based on 12 months period, whereas QPCS is based on 6 months period – the QPCS data point should not be correlated with the Annual CSMS until a full year of results are collated and adjusted for seasonality (the Annual CSMS results have been provided as additional context for the first QPCS data point only).



Customer Effort and Impact on Customer Satisfaction

Consumer (n=1,600)

Customer Effort Score

Business (n=378)

Customer Effort Score

Impact on Customer Satisfaction

6.0Average

6.3Average

High Effort

Medium Effort

Low Effort

Average Satisfaction (out of 10)

(1-4)

(5-6)

(7-10)

Minimal Difference

Very low effort

Very high effort

Average Satisfaction (7.4 for Consumers; 7.2 for Businesses)

8.5

8.5

7.1

6.7

6.9

6.8

Average Customer Effort Score (CES)

The results show that there is a statistically significant relationship between effort level and satisfaction. This suggests an opportunity to address the required effort placed on customers to support increased satisfaction.

They lead the conversation, told me what I needed to do- Low effort dealings, Business

“

“

Sometimes you don’t find all the information online and I will have to make the call- High effort dealings, Consumer

““

BusinessConsumer

Qualitative research suggests that ‘Time’ is a key differentiator between low versus high effort tasks. Tasks that take longer than expected to complete tend to drive up frustration levels and are perceived as higher effort.


Insights on Satisfaction Drivers


Perceptions of Improvement in Satisfaction Drivers - Consumers

8% 11% 11% 13% 13%5% 10% 12% 10% 13%

32% 32% 33% 32% 37%

34%34%

38%32%

36%

60% 57% 56% 55% 50%61% 56% 50%

58%51%

0%

20%

40%

60%

80%

100%

Employees wereopen and honest

during the process

Communicationswere clear, prompt

and easy tounderstand

Employees actedefficiently and

effectively to reachthe right outcomes

The process wassimple and efficient

Employees tookinitiative and made

decisions

I felt my privacy wasupheld and my

personal informationwas protected and

respected

I had good access toinformation andcould find what I

needed

I felt the decisionmaking process wasopen & encouraging

I was provided withgood service andoutcomes I could

trust

I felt there wasaccountability forservices delivered

Worsened (1-4) Netural (5-6) Improved (7-10)

Drivers of Improvement

Employees Process Goals Values

Derived Drivers (Annual CSMS):

Honesty and Integrity of Employees

CommunicationSimplicity and Efficiency of

Processes

Efficiency and Effectiveness of

Employees

Employee Autonomy

Privacy Access to information

TransparencyService Quality

Accountability

Sensitive: NSW Government

Statement Asked in QPCS:

In comparison to prior experiences with NSW Government services, consumers feel that the greatest improvement has been with ‘Privacy’, followed by ‘Honesty and Integrity of Employees’. Consumers rated ‘Accountability’, ‘Transparency’ and ‘Employee Autonomy’ as the least improved drivers.

Consumer Business

Average(out of 10) 7.0 6.9 6.7 6.7 6.5 7.2 6.8 6.5 6.9 6.5

Consumer n=920 to 1,010

% D

istr

ibu

tio

n


Perceptions of Improvement in Satisfaction Drivers - Businesses

10% 10% 15% 15% 18%6%

13% 20% 14% 17%

26%35%

32% 32%39%

35%28%

30%30%

38%

64%55% 53% 53%

43%59% 59%

50%56%

45%

0%

20%

40%

60%

80%

100%


during the process







decisions



respected


needed

I felt the decisionmaking process wasopen & encouraging


trust


Worsened (1-4) Netural (5-6) Improved (7-10)

Drivers of Improvement



Average (out of 10)

Business n=229 to 254

Consumer Business

7.1 6.8 6.6 6.7 6.3 7.1 6.9 6.3 6.8 6.2

Similar to consumers, in comparison to prior experiences with NSW Government services, businesses feel that the greatest improvement has been with ‘Privacy’ and ‘Honesty and Integrity of Employees’. Businesses rated ‘Accountability’, ‘Transparency’ and ‘Employee Autonomy’ as the least improved drivers.

% D

istr

ibu

tio

n

Derived Drivers (Annual CSMS):



Processes


Employees

Employee Autonomy

Privacy Access to information

TransparencyService Quality

Accountability


9% 7% 10% 12% 12%6% 8% 10% 12% 12%

15% 15%18% 17% 21%

18% 17%20% 16%

21%

76% 78% 72% 71% 67%76% 75% 70% 72% 67%

0%

20%

40%

60%

80%

100%




during the process





decisions



respected

I understood thesteps involved with

the process


needed


trust


Disagree (1-4) Netural (5-6) Agree (7-10)


Derived Drivers (Annual CSMS): Privacy Transparency Access to

information


Consumer Business

Average (out of 10)

Consumer n=1,404 to 1,600

Performance of Satisfaction Drivers - Consumers

Drivers of Satisfaction

Among consumers, performance is the highest for ‘Honesty and Integrity of Employees’, ‘Communication’ and ‘Privacy’, while ‘Accountability’ is the lowest rated driver.

7.7 7.6 7.4 7.3 7.2 7.7 7.5 7.3 7.4 7.1

% D

istr

ibu

tio

n



Processes


Employees

Employee Autonomy

Service Quality

Accountability


11% 11% 16% 15% 18%8% 9% 14% 16% 20%

10% 14%16% 18% 18%

17% 20% 15% 8%

19%

79% 75% 68% 67% 64%75% 71% 71% 76%

61%

0%

20%

40%

60%

80%

100%


during the process







decisions

I understood thesteps involved with

the process



respected


needed


trust


Disagree (1-4) Netural (5-6) Agree (7-10)


Derived Drivers (Annual CSMS): Transparency Privacy Access to

information


Average (out of 10)


Performance of Satisfaction Drivers - Businesses

Drivers of Satisfaction

Similar to consumers, the highest performing drivers among businesses are ‘Honesty and Integrity of Employees’, ‘Communication’ and ‘Privacy’, while ‘Accountability’ remains the lowest rated driver.

Consumer Business

7.7 7.5 7.1 7.2 6.9 7.6 7.4 7.3 7.3 6.7

% D

istr

ibu

tio

n



Processes


Employees

Employee Autonomy

Service Quality

Accountability

Insights on Key Primary Opportunity Areas


Performance of Key Primary Opportunity Areas - Consumers

6% 11% 10% 11% 11% 13% 13% 13% 7% 9% 9% 9% 10% 10% 12% 15% 14% 16%15%

16% 17% 17% 17% 19% 19% 20%17% 18% 19% 19% 21% 21% 22%

22% 24% 22%

79% 73% 73% 72% 72% 68% 68% 67%76% 73% 72% 72% 69% 69% 66% 63% 62% 62%

0%

20%

40%

60%

80%

100%

Are respectful Deliveragainstactions

promised

Addresscustomer

needs

Good valueservices

Proactive Get thingsdone quickly

Accountable See thingsfrom my

perspective

Language thatis simple and

widelyaccessible

Easier toaccess

information

Documentsthat are easyto complete

Keepinginformationup to date

Best use ofonline

services

Processes areeasy to

understand

It is easy toknow where

to go

Designed toreduce wait

times

Service feelsseamless

I can get tothe right

person thefirst time

Agree (7-10) Neutral (5-6) Disagree (1-4)

Efficiency and Effectiveness of Employees Access to Information Simplicity and Efficiency of Processes

Consumers rated attributes relating to ‘Efficiency and Effectiveness of Employees’ and ‘Access to Information’ satisfaction drivers relatively higher across the board, with an average of 7 out of 10 or above, in particular the newly added attribute ‘Are respectful’ was rated the highest. However, process related attributes were the lowest rated, the three lowest being ‘the process is designed to reduce wait times’, ‘service feels seamless’ and ‘I can get to the right person the first time’ – this finding is consistent with the Annual CSMS.

Consumer - Key Primary Opportunity Areas

New New New NewNew New

New= New attribute added for the QPCS based on qualitative insights and currently not included in Annual CSMS

Average(out of 10) 7.9 7.5 7.5 7.4 7.4 7.2 7.1 7.1 7.5 7.4 7.3 7.3 7.3 7.2 7.1 6.8 6.8 6.8

Consumer n=1,357 to 1,571

Consumer Business

% D

istr

ibu

tio

n


Contributors to Driving Satisfaction and Areas for Improvement - Consumers

Contributors to Satisfaction Improvement Areas

Statement – “Employees acted efficiently and effectively to reach the right outcomes (e.g. Didn’t waste time and got it right the first time)”

Statement –“I had good access to information and could find what I needed”

Statement – “The process was simple and efficient (i.e. no unnecessary steps or repetition)”

“Processes are designed to reduce wait times”

They need more people to answer phones. Some times I have waited in excess of 35 minutes to talk to some one only to hang up in frustration. - Consumer

“

“

“Service feels seamless ”

At times you’re not sure who to contact, and when they refer you to someone else and advise that the person will contact you - it does not happen and you have to follow up- Consumer

““

People don't seem to care that you've already gone through the process with others and there isn't clear communication between departments- Consumer

““

“I can get to the right person the first time”

There is a wait time between arrival and initial service. There is a further wait time between initial service and completion. More staff on duty at peak times would certainly reduce the first. Better processes would reduce the second. - Consumer

““

Consumer Business

Most commonly used words by Consumers:


Performance of Key Primary Opportunity Areas - Businesses

8%15% 15% 14% 14% 17% 20% 20%

9% 12% 12% 14% 15% 15% 14%22% 19% 23%10%

10% 11% 13% 16% 15% 14% 20%

13%13% 17% 18% 11% 15% 18%

15% 17%16%

82%75% 74% 73% 70% 68% 66%

60%

78% 75% 71% 68% 74% 70% 68% 63% 64% 61%

0%

20%

40%

60%

80%

100%

Are respectful Deliveragainstactions

promised

Addresscustomer

needs

Good valueservices

Proactive Get thingsdone quickly

See thingsfrom my

perspective

Accountable Language thatis simple and

widelyaccessible

Easier toaccess

information

Keepinginformationup to date

Best use ofonline

services

Documentsthat are easyto complete

Processes areeasy to

understand

It is easy toknow where

to go

Designed toreduce wait

times

Service feelsseamless

I can get tothe right

person thefirst time

Agree (7-10) Neutral (5-6) Disagree (1-4)

% D

istr

ibu

tio

n

Business - Key Primary Opportunity Areas

Efficiency and Effectiveness of Employees Access to Information Simplicity and Efficiency of Processes

Businesses tend to agree that they have good access to information and can find what they need when dealing with NSW Government services. ‘Employees are respectful’ was rated as the highest performing attribute, while ‘Accountability’ was the lowest rated employee attribute. Similar to consumers, process related attributes were generally rated lower by businesses, in particular ‘service feels seamless’ and ‘I can get to the right person the first time’.

New New New NewNew New

New

Average (out of 10) 7.9 7.5 7.3 7.2 7.1 7.0 7.0 6.6 7.7 7.4 7.3 7.3 7.2 7.2 7.2 6.9 6.7 6.5


Consumer Business

= New attribute added for the QPCS based on qualitative insights and currently not included in Annual CSMS


Contributors to Driving Satisfaction and Areas for Improvement - Businesses

“I can get to the right person the first time”

“Service feels seamless”

[I want] a single access point where someone knows the structure of the service and is available on that day to talk to you- Business

““

Allow us to instant chat, sms or email an enquiry, [then] we can describe the issue and not linger for someone to find out for us, but we can get a reply from someone suitable.- Business

““

I think my experience would have been improved if I were assigned a particular person to assist me through the whole process rather than having to explain over and over again.- Business

““

“Employee accountability”

Provide a feedback box where feedback for the employee can be provided by the customer - Business

“

“

Contributors to Satisfaction Improvement Areas

Statement – “Employees acted efficiently and effectively to reach the right outcomes (e.g. Didn’t waste time and got it right the first time)”

Statement –“I had good access to information and could find what I needed”

Statement – “The process was simple and efficient (i.e. no unnecessary steps or repetition)”

Consumer Business

Most commonly used words by Businesses:

Channel Usage and Preference


% used preferred

method**90% 86% 76% 51% 0% 1%

% used preferred

method**86% 68% 64% 39% 36% 17%

27

Channel Usage and Preference

Contact Methods and Preference

*Channel usage has been rebased on total number of responses for comparison to channel preference. ** Proportion of those who have used their preferred channel.

38%

20% 18%

11%7%

3%

40%

17%21%

13%

2% 2%

In person, faceto face

Telephone Online Email Mail, postedletter, fax

Third partiessuch as

Australia Post

Usage* Preferred

26%24% 22%

15%

10%

3%

24% 26% 27%

16%

3%1%

Telephone In person, faceto face

Online Email Mail, postedletter, fax

Third partiessuch as

Australia Post

Usage* Preferred

Consumer

Face-to-face is the most commonly used and preferred channel, followed by telephone and online. Only two thirds of consumers who prefer telephone and online interactions used these channels to deal with NSW Government services.

Business

Channel usage and preferences are similar for telephone, face-to-face and online methods. More businesses have been able to interact with NSW Government services using their preferred contact method compared to consumers.

BusinessConsumer

Business n=255Consumer n=1,047

Appendix


Appendix A – Demographic Profile of Respondents

Consumer Respondent Profile

49% male51%

female

Gender: Age: Region:18-34

31% 35-5434%

55-6415%

65+20%

Consumers (n=1,047)

75% Metro

19% Regional

6% Rural

Region:

Business (n=255)

97% under 20

staff3% 20+ staff

Business size:

Business Respondent Profile

74% Metro

19% Regional

7% Rural

33%

22%

10% 9% 6% 6%

14%

0%

10%

20%

30%

40%

Employed fulltime

Retired Employedpart time

Full timedomestic

duties

Student Unemployed Other

Employment Status:

13% 15%

27%

17%

10%

18%

0%

10%

20%

30%

Up to $30,000 $30,001 to$50,000

$50,001 to$100,000

$100,001 to$150,000

Over $150,001 Prefer not tosay

Annual Income:

42% male58%

female

Gender:

Industry:

15%13% 11%

9%7% 6% 5% 4% 3% 3% 3% 2% 2% 2%

15%

0%

5%

10%

15%

20%

Health care andsocial assistance

Retail Trade Professionalservices

Education andtraining

Construction Arts andrecreation

services

Administrativeand support

services

Wholesale TradeTransport, postaland

warehousing

Financial andinsuranceservices

Accommodationand foodservices

Agriculture,forestry and

fishing

Manufacturing Info media andteleco

Other