2019 2021 Central Highlands Regional Council Customer Service Strategy and Action Plan - Central ...
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Central Highlands Regional Council
Customer Service Strategy
and Action Plan
2019 - 2021
Central Highlands
Regional Council
Document Set ID: 1424061
Version: 1, Version Date: 05/07/2019
Introduction
2019 - 2021
Customer service in local government
has traditionally been provided reactively
with little choice or innovation in CONTENTS
processes and service delivery models,
leaving a general feeling that local
government is difficult and slow to deal
with.
Introduction and our values
2
Understanding our customers
4
Customer Service Strategy and Action Plan
Central Highlands Regional Council
is acutely aware of these perceptions
and realises that in order to create a
welcoming, responsive organisation, we
Our customer service
5
need to work with our people and our
customers to make it easier, friendlier
Who is responsible
6-7
and faster to do business with us. What our customers have told us
8-9
Central Highlands Regional Council
This strategy for customer service details
our commitment to be a customer-
focused organisation and provides a
Focus priority areas
10-11
framework for us to deliver services in
a way that places the customer at the
People and culture action plan
12
centre of everything we do. This will be
achieved by innovating and investing in
Process action plan
13
processes, technology and people. Technology action plan
14
There are key strategies and actions we
will take over the next three calendar
years to achieve council’s vision to
Measure action plan
15
be: ‘A progressive region creating
opportunities for all’. They are based on
insights gathered from research, surveys,
observation, metrics and engagement
with our employees and customers.
Vision and values
This strategy aligns with key priority six of
the Central Highlands Regional Council
Corporate Plan 2017-2022:
'Our Organisation – Living our Values –
provide excellent customer service to
ensure professional service delivery.' For further information regarding contents of Disclaimer:
It is further supported by the Operational this document or to discuss how actions and All images within this document
Plan 2018-2019 activity 'to: develop and outcomes will be measured please contact: have been approved for use by
implement a strategy and action plan both the persons depicted and
that supports a positive, proactive and Manager Customer Service the photographer. Information
responsive customer service culture.' Customer and Commercial Services contained within this document
Central Highlands Regional Council is based upon information
E: enquiries@chrc.qld.gov.au available at the time of
P: 1300 242 686 development.
Document Set ID: 1424061 www.centralhighlands.qld.gov.au 3
Version: 1, Version Date: 05/07/2019
Understanding Our customer
our customers service
Understanding the community of the Central Highlands is important to service their needs but, more broadly, the definition of a
‘customer’ includes ratepayers, community members, visitors, businesses, other organisations and levels of government working We provide a diverse Face-to-face at one
of our customer
with council and council staff.
range of services to our service centres or rural
transaction centres
Payment options
customers, from animal By phone on the
A variety of payment options
are offered including:
management to waste designated 1300 Cash, credit card or cheque
collection and kerbside number
BPAY and direct deposit
recycling. Email
AustPost
Every year the number of
electronic payments increases.
28,645 33
This clearly indicates the
Touchpoints need to expand the payment
POPULATION AVERAGE AGE
Higher proportion
of couple families 4045 We have the opportunity to ‘touch’
customers and have a personal one-on-
Mail (snail mail)
options to include an online
secure payment portal.
across 13 (Compared with children than non-resident
one connection in a variety of ways.
distinct to national the Queensland (shift) workers
Today, the region is defined by a diverse,
communities average of 37) average. prospering economy that supports our
unique, vibrant communities.
Feedback forms via
the council’s website
After-hours
We operate an after-hours
service to respond to
emergency situations outside
Mobile application, of normal business hours.
such as Snap Send
Solve
Figures from Australian Bureau of Statistics Census data for 2016 and 2018, and Bowen Basin Population Report 2018.
4
Document Set ID: 1424061 CHRC Customer Service Strategy and Action Plan 2019-2021 www.centralhighlands.qld.gov.au 5
Version: 1, Version Date: 05/07/2019
Who is
responsible?
Everyone is responsible for
customer service.
The customer service team itself is at the
frontline to help people that telephone or
visit in person. A multi-disciplinary team,
they receipt payments, manage facility
15,000 11,800 22,048
bookings, manage wheelie-bin delivery, properties to rate water notices to send calls received
and assist staff with tasks like (contact centre)
record-keeping, printing and stationary
orders.
Other frontline customer service staff
include library services, community
engagement, and rangers.
Then, there are people that provide
services that are highly visible in the
8,779 31,163 4,000
community but they may not have
face-to-face contact with customers,
mail items emails animal registrations
such as roads maintenance, parks and
gardens maintenance, and water and
sewage provision.
Other essential services such as finance,
human resources and information
10,425 13,755 166,832
technology keep the organisation
running behind the scenes.
Whoever we are and whatever we do,
the goal is to serve our community. customer requests library memberships website visits
6
Document Set ID: 1424061 CHRC Customer Service Strategy and Action Plan 2019-2021 www.centralhighlands.qld.gov.au 7
Version: 1, Version Date: 05/07/2019
What our customers
have told us
Survey data on customer 2019 Customer Community
satisfaction reveals what Satisfaction Survey: Survey 2018: What our customers expect
is going well and where 97.5% 71% To be heard and treated fairly.
improvement is needed. To be supported and helped by friendly people.
People satisfied or Facilities and Consistent and regular communication (closing the loop).
In addition to survey data, we receive
anecdotal feedback from various sources
extremely satisfied with the services provided An apology when we fail, and a commitment to improve.
level of service provided by
75%
such as: A consistent approach.
frontline staff
Councillors
Community Reference Groups
100% Query adequately
answered or
community consultations
customer service team Customer service resolved Areas to focus on
social media staff acted The most recent survey data tells us people are generally happy with the level of customer service we provide. However, there are a few
>50%
improvements needed and most of them relate to online self-service options:
feedback forms professionally Faster resolution of requests and application processing.
89% Handling of Automated reminders, service request updates and closure notes via preferred contact method.
queries or Ability to lodge and track progress of service requests online.
Query resolved complaints as good Ability to complete and submit forms online.
at first point of to excellent Easy access to information online that is clear and easy to understand.
Ability to interact and conduct business with us outside of standard business hours.
contact Research into other councils and industry best practice suggests consistent self-service information across channels has a dramatic
effect on customer satisfaction. Councils that commit to improving communication and information delivery across more and new
77% channels find they are finally loosening the grip on people’s perception they have to fight through ‘red tape’ to get service.
Experienced no
wait time
8
Document Set ID: 1424061 CHRC Customer Service Strategy and Action Plan 2019-2021 www.centralhighlands.qld.gov.au 9
Version: 1, Version Date: 05/07/2019
Focus
priority areas
The research 1 2 3 4
suggests there People and Culture Process Technology Measure
are four Culture in the context of this strategy A process is a series of repeatable steps Technology is rapidly changing the way Measure, in terms of customer service, is the result
priority areas refers to the collective attitudes and
behaviours of the council staff.
that people perform to accomplish a
task.
people access information and services. between what people expect and what they experience
and is often referred to as customer satisfaction.
we need to work To improve the culture, we will: Improving, or streamlining, our
Self-service was previously considered a
‘nice to have’ but is now the preferred option It is important to continually measure customer
on: people and processes will improve customer for people to get an answer, pay a bill, or satisfaction to determine whether the behaviour of staff
culture; Ensure the recruitment process
targets candidates with the right skills
satisfaction by ensuring the staff have
a consistent approach to customer
solve a problem. and our customer service practice is having a positive
effect on people’s experience.
process; and attitude.
Provide staff with the right tools and
service. Investing in technology will satisfy the
expectation to provide ‘always on’ customer Where customer satisfaction ratings are low in a survey,
technology; training. To improve our processes, we will: service. It is also responsive to the needs of
our young, shift-working demographic whilst
the results will be used to improve efforts to meet the
needs and expectations of customers.
and measure. Reward and recognise people that go
‘above and beyond’.
Remove unnecessary steps that don’t
add value.
also improving access to services for people
in remote parts of the region. To improve customer service, we will measure:
Measure performance and hold Introduce automation that reduces
people accountable. Our investment in technology will improve: Performance against the agreed service level
effort and the likelihood of errors or
standards.
delays.
Accessibility, by ensuring our services are Customer feedback provided through targeted
Goal not constrained to normal business hours. surveys.
1.1 Promote a customer-focused culture. Goal Flexible and convenient options to Complaint data.
2.1 Streamline processes so they make suit people’s individual needs and
sense and are easy to follow. circumstances.
Goal
2.2 Provide consistent, efficient,
accessible services. Goal 4.1 Demonstrate accountability by implementing
appropriate performance measures.
3.1 Deliver innovative technology solutions
to improve our customers experience. 4.2 Establish ways to better understand organisational
performance and responsiveness where our service
has not been satisfactory.
10
Document Set ID: 1424061 CHRC Customer Service Strategy and Action Plan 2019-2021 www.centralhighlands.qld.gov.au 11
Version: 1, Version Date: 05/07/2019
People and culture Process
action plan action plan
GOAL Activities Performance Measure Target Responsibility GOAL Activities Performance Measure Target Responsibility
Promote a Develop mandatory customer 100% of all new employees completed the training Streamline Develop and implement ‘customer Mystery shopper program implemented and results
Manager Customer
customer- service induction training for all new within three months of commencement. customer journey mapping’ to identify and used to drive process improvements.
Service. June 2020
focused culture employees. processes so remove pain points within the
across the 100% of all existing employees complete the training June 2020 Human Resources – they are easy services we deliver.
organisation. within six months of implementation of the customer Training and Development to understand, Manager Customer
service strategy. Team. efficient and Simplify internal business processes Number of internal business processes reviewed. Service.
customer linked to common request types
Establish agreed protocols and Review frontline positions to establish protocols and focused. and, where appropriate, provide December 2019
scope of authority levels to enable appropriate levels of authority. June 2020 Number of service requests available online.
Manager Customer access online 24/7.
staff to improve outcomes at the
first point of contact. Increase in enquiries resolved at first point of contact. Service.
Annual increase Provide Promote knowledge base to Increased staff usage of knowledge base over 12
>25% consistent, support staff to deliver consistent month period. Manager Customer
efficient and responses. Service.
Implement accountability Update position descriptions throughout the Improvement in 'staff’s knowledge' and increased June 2021
Manager Customer accessible Customer Service & Area
via specific outcome-based organisation to include customer service as a customer satisfaction results 12 months following
Service. services. Support Team.
performance indicators related to requirement of the position. implementation.
customer service within position December Manager Human
descriptions that are measured Performance appraisal system updated to reflect 2019 Resources. Update the Customer Service
during performance appraisals. requirement for all staff to demonstrate performance Charter to reflect changes when
Coordinator Workforce As required.
against service standards outlined in the Customer required or biennially as a minimum.
Support. Manager Customer
Service Charter. Revised charter adopted by council. Biennially
Conduct a biennial review of the Service.
Central Highlands Regional Council (minimum)
Reward and recognise staff who go Reward and Recognition Policy & Framework
‘above and beyond’. implemented. June 2019 Customer Service Charter.
Manager Human
Corporate award for Service Excellence presented at Resources.
Whole of Organisation Day (WOO) introduced. August 2019
Frontline staff have the training, Knowledge management system implemented
tools and resources to get the best providing real-time data to support staff to deliver
outcome for customers. consistent responses. June 2020
On-boarding tools developed to ensure consistency
of training and knowledge skill sets. December 2019
Manager Customer
Service.
Regular rotation of staff between offices to develop
additional skills and strengthen internal relationships. December 2019 Governance Team.
Handling difficult customers training provided
annually. Annually
Complaints handling training provided annually. Annually
12
Document Set ID: 1424061 CHRC Customer Service Strategy and Action Plan 2019-2021 www.centralhighlands.qld.gov.au 13
Version: 1, Version Date: 05/07/2019
Technology Measure
action plan action plan
GOAL Activities Performance Measure Target Responsibility GOAL Activities Performance Measure Target Responsibility
Deliver Develop and implement a customer Increase in registered users of web portal. Manager Customer Demonstrate Develop service standards for
June 2020
innovative web portal for people to self-serve Service. accountability each service type provided and
technology anywhere from any device. by implementing implement reporting tools to Reporting framework developed and implemented
solutions to Reduction in contact centre contacts throughout the Coordinator Business appropriate measure and monitor performance identifying adherence to set service level standards June 2020
duration of strategy. 2019-2021 Systems. across the organisation.
improve the performance against those standards.
customers measures.
experience with Explore TechnologyOne system Improvement in 'responsiveness' and increased
us. capabilities to automate reminders, customer satisfaction results 12mths following Manager Customer Establish Conduct targeted surveys to
request updates and closure notes implementation. June 2021 Customer Satisfaction Survey undertaken annually,
Service. mechanisms examine the effectiveness and and feedback data used to drive improvements.
to our customers. to better efficiency of our services across Annually
understand the organisation to identify
Expand payment options to include Information Services organisational opportunities for improvement. Manager Customer
an overarching secure payment Team. performance Service.
portal. Reduction in phone, mail and counter payments. June 2020
Manager Customer and Develop the Central Highlands
responsiveness Regional Council Customer Central Highlands Regional Council Customer
Service. December 2019
where our Complaint Handling Procedure. Complaint Handling Procedure endorsed by council.
Conduct an annual review of Central service has
Highlands Regional Council website Annual review undertaken and recommendations Coordinator Corporate not been Develop training program for key All Managers and Coordinators trained in Complaints
to ensure information is relevant, up reported to Executive Leadership Team. Annually satisfactory. staff in complaint handling. June 2020
Communications. Procedure.
to date and easy to find.
Regular reporting and root cause
Develop and implement interactive analysis of complaint data to the Quarterly reporting to Executive Leadership
Coordinator Corporate December 2020
‘smart’ online forms. Number of smart forms developed. December 2020 Executive Leadership Team. Committee.
Communications.
Expand our contact channels to
include webchat during standard Webchat service available. December 2020
business hours.
Manager Customer
Explore feasibility of Artificial Service.
Intelligence software to support Feasibility study completed to inform future direction. June 2021
self-service.
14
Document Set ID: 1424061 CHRC Customer Service Strategy and Action Plan 2019-2021 www.centralhighlands.qld.gov.au 15
Version: 1, Version Date: 05/07/201965 Egerton Street, Emerald, QLD T. 1300 242 686
centralhighlands.qld.gov.au
Document Set ID: 1424061
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