Why customer service charters matter in tax administration -A key sign towards customer centrism

By CHRISTOPHER K. BEYEREH
A service charter is a short publication that describes the service experience that can be expected from an Institution.
It is an undertaking or covenant made to stakeholders by an organization about the services they should expect to receive.
Customer Service Charter is particularly essential for tax administrations such as the Ghana Revenue Authority (GRA) for several reasons.
This include; Improved Citizen Experience, Enhanced Transparency, Increased Accountability, and Keeping Stakeholders informed.
Furthermore, tax administrations by launching a Customer Service Charter clearly outlines expectations and standards for service delivery, provides clear information on services offered and how to access them, holds the tax administration (GRA) accountable for service quality, fosters open communication between citizens (taxpayers) and the tax administration, as well streamlines processes & reduces complaints.
As October each year is observed as Customer Service month, tax administrations are expected to demonstrate goodwill in action.
It is therefore commendable to find the GRA as part of its customer centrism approach lunched the CitizenApp which is a major practical highlight of customer centrism.
The CitizenApp which is a one-stopped shop for everything tax, will deliver convenience, and trigger voluntary compliance as complications associated with Ghana’s tax administration is partly resolved by the lunch of the CitizenApp.
For a Customer Service charter of any given tax administration to be effective, the document of intent must be articulated by the tax administration, informing service takers about the tax agency (GRA), what it does, how it does it, how to access its services, to whom the charter is targeted, and grievance redress mechanism in case of service failure.
Producing a service charter means the tax administration is already placing the customer (taxpayer) first in its activities.
The main purpose of having a Service Charter is to define the service experience the client will have with that institution, and the responsibilities of both the tax agency and the client.
This experience is described through the key standards of service. It is imperative to emphasize that Customer service standards must be developed with the customer in mind and should be designed to meet the customer expectations.
It must be noted that Service Charters are public documents and must be accessible, widely circulated and displayed at strategic locations and public domains within the institution. Service Charters are not until they become.
To this end, tax administrations must endeavor to apply the service charter in the service delivery process and ensure strict compliance with set standards as promised the customers.
This will require the total buy-in and commitment of the C-Suite executive (Commissioner-General & her commissioners) of the tax administration to approve and fully implement it.
An implementable Service Charter guides management of the institution towards achieving the mandate, vision and mission of the institution.
The impact of an implementable Service Charter will demonstrate commitment to citizen (Taxpayers) satisfaction, fosters citizen engagement and feedback, identifies areas for improvement, enhances the reputation of the tax administration and promotes transparency, accountability and responsiveness.
A typical Service Charter in a public sector organization is not without challenges. Some notable challenges that can stifle progress of a Service charter in tax administration include:
• Bureaucratic Barriers: Complex processes and regulations challenges
• Limited Resources: Insufficient funding, staffing, or infrastructure.
• Citizen Expectations: Managing diverse citizen needs and expectations.
• Technological Integration: Leveraging technology to enhance service delivery
• Performance Measurement: Tracking and evaluating service quality.
For an effective Service Charter in tax administration, the responsible department such is the Marketing or Customer Experience department must endeavor to:
• Conduct Citizen Surveys: Gather feedback to inform service improvements.
• Establish Service Standards: Clear, measurable, and achievable standards.
• Provide Multichannel Access: Offer various channels for citizens engagement.
• Train Staff: Equip staff with skills to deliver excellent customer service.
• Monitor and Evaluate: Regularly assess service performance.
By implementing a Customer Service Charter, tax administrations can demonstrate their commitment to citizen satisfaction, improve service delivery, and enhance overall governance.

The writer is a Chartered Marketer, a tax worker, & a Marketing Consultant with over 10 years of experience in the Service Industry. He can be reached via cbeyereh@gmail.com or +233205366152