Transformation Program Melinda McNaughton, Daniel Propoggia, Jeff - - PowerPoint PPT Presentation

Customer Experience Transformation Program

Melinda McNaughton, Daniel Propoggia, Jeff Chan Date: 04 December 2018

Customer Service Delivery Review (March 2018)

• Unresponsive services
• Reactive, rather than proactive
• Perception of resourcing shortages
• Lack of communications and feedback
• Lack of coordination in resolving

issues

• Superficial ‘window-dressing’

customer service

• Lack of compliance enforcement
• Lack of professionalism from

customer service staff

• Lack of community consultation
• Staff often not trained properly

Customer frustrations

Customer frustrations

Inconsistent customer experiences across customer channels

Channel Experience Comments In writing Ok They will tell you they’ve done something, but don’t say what it is or if it’s fixed In person Mixed No parking at Hurstville, Kogarah is better Customers should deal with everything online Hurstville staff are friendly but lack training I didn’t the get the answer I wanted but I understood why Phone Poor No one takes charge of the issue to tell you the outcome Email Mixed Sometimes very good, email is followed up with a phone call Other times completely unresponsive

External Customer Consultation

• Case management system
• More follow-up and feedback
• More information online and improvement of website usability
• More community engagement
• More community consultation
• More professional and efficient customer service staff
• Be proactive and responsive

Customer expectations

As part of 2018 being the Year of the Customer at Georges River Council, Council is continuing its mission to make the customer experience as seamless as possible for its customers with the commencement of the Customer Experience (CX) Transformation Program. The program aims to:

• Consolidate and prioritise current and future project and initiatives to transform the

customer experience with Council

• Deliver on customer expectation identified by the Customer Service Delivery

Review from March 2018

• Embed our organisation’s customer commitments, mission and values as well as

customer KPIs.

• To build and support a customer oriented culture

Customer Experience (CX) Transformation Program

Prioritisation – How to prioritise?

Principles:  Customer expectations – ‘get the basics right’  Risk of not changing – if we don’t implement this project, what will happen?  Magnitude of benefit – will this project generate low, medium or high amount of benefits?  Breadth of benefit – will this project help a lot of customers or a small few?  Ease of implementation – what can be done now to immediately improve?  Expertise and resourcing – Do we currently have the internal skills and resources to dedicate to this project?

CX Priority Projects

Project Completion Deadline

• 1. Embed customer commitments and KPIs

30 September 2018

• 2. Improve communication channels between Customer Service Team and

the organisation

30 December 2018

• 3. Conduct analysis of Customer Service skills capability needs i.e.

development and learning programs

30 December 2018

• 4. Establish customer centric standards across customer channels

30 September 2018

• 5. Determine the Customer’s journey via mapping

30 December 2018

Current Progress and Status – Q1

Quarter 1 – 2018/2019 – Two projects completed, 10 in progress

No. Project/Initiative Project Manager(s) Project Status Original end date New end date Cost 1 Integrate Customer Service strategy in Integrated Planning and Reporting framework Manager Customer Completed 31/05/2018 N/A N/A 2 Embed customer commitments and KPI's - Project WOW Coordinator Customer Service In progress 30/09/2018 30/12/2018 N/A 3 Communication channels with Customer Service Team Coordinator Customer Service Projects In progress 30/09/2018 30/11/2018 N/A 4 Customer Service capability needs analysis Executive Manager People and Culture In progress 30/12/2018 No change N/A 5 Customer centric standards across customer channels - Project Zappo Coordinator customer service and Executive Manager OGM In progress 30/09/2018 30/12/2018 $1,500 6 Customer Journey Mapping Coordinator Library Programs In progress 30/12/2018 No change $130,000 (previously $100,000) 7 Customer Service Knowledge base Customer Advocates In progress 30/12/2018 No change N/A 8 Customer Service Performance Review and Rewards and Recognition *Note: Significant revision of project scope Executive Manager People & Culture In progress 30/12/2018 No change N/A 9 Process Map customer service critical processes Customer Advocates In progress 30/12/2018 No change N/A 10 Harmonise forms Coordinator Customer Service Completed 31/07/2018 N/A N/A 11 User self-service enhancement of website Web and Digital Officer In progress 30/12/2018 No change N/A 12 Implement Feedback & Complaints Management Framework Coordinator Customer Service Projects In progress 31/08/2018 31/10/2018 N/A

Current Progress and Status – Q2

Quarter 2 - 2018/2019 – 11 projects due to complete, further 2 in progress

No. Project/Initiative Project Manager(s) Project Status End date Cost 1 Embed customer commitments and KPI's - Project WOW Coordinator Customer Service In progress 30/12/2018 N/A 2 Communication channels with Customer Service Team Coordinator Customer Service Projects In progress 30/11/2018 N/A 3 Customer Service capability needs analysis Executive Manager People and Culture In progress 30/12/2018 N/A 4 Customer centric standards across customer channels - Project Zappo Coordinator customer service and Executive Manager OGM In progress 30/12/2018 $1,500 5 Customer Journey Mapping Coordinator Library Programs In progress 30/12/2018 $130,000 (previously $100,000) 6 Customer Service Knowledge base Customer Advocates In progress 30/12/2018 N/A 7 Customer Service Performance Review and Rewards and Recognition *Note: Significant revision of project scope Executive Manager People & Culture In progress 30/12/2018 N/A 8 Process Map customer service critical processes Customer Advocates In progress 30/12/2018 N/A 9 User self-service enhancement of website Web and Digital Officer In progress 30/12/2018 N/A 10 Implement Feedback & Complaints Management Framework Coordinator Customer Service Projects In progress 31/10/2018 N/A 11 Service Centre refurbishments Manager Customer Service In progress 30/12/2018 $1.5m 12 Establish service catalogue for Duty Planners Manager Development and Building No started 31/03/2019 TBC 13 Establish service catalogue for Customer Service Team Leader Customer Service No started 31/03/2019 TBC

Customer Journey Mapping

Customer Service Benchmarking Australia (CSBA) were engaged to conduct Customer Journey Mapping in Council. Five processes were approved by Council’s Executive Team. 1. Parking (Illegal Parking service requests) 2. Trees (Application to remove or prune a tree) 3. Development Applications – Simple and Complex 4. Waste (Kerbside pick-up) 5. Building Certification

Customer Journey Mapping

Customer Journey Mapping

Customer Journey Mapping

Next Steps

Refurbishment of Service Centres

Hurstville before…………

Refurbishment of Service Centres

Relocated to the Library for 2 months and reopened 26th November

Refurbishment of Service Centres

New Service Pods and Call Centre

Can you see Daniel?!

Refurbishment of Service Centres

Waiting area

• Two new meeting rooms, 10 and 20

people capacity

• New space for people to wait before

Council Meetings

• Concierge working well
• Next : Self Service Kiosks

Refurbishment of Service Centres

Kogarah located at Kogarah Library and Service Centre Started 12 November, expected completion date just before Christmas

Omni-Contact Centre Channel Upgrade

Transform Council’s customer experience by providing a modern, customer centric tool which will support and equip the customer service team to enable the capability to provide outstanding customer experiences to both residents and businesses in Georges River Councils LGA. Empower Council to improve customer engagement and better understand

• residents. This is achieved by utilising advanced, modern technology via Omni

(multi) contact channels. Touchpoint went live in July 2018.

Benefits and Advantages

Some of the many benefits that a modern Omni-Contact Channel has already provided:

• Reduced Abandonments – increased call service level
• Improved first contact resolution
• Improved consistency and service to customers, allows better call centre

coverage

• Greater reporting and quality assurance management
• Better tool for customer service staff to manage calls, locate council staff and

a overall better customer experience

Highlights

• Two Customer Service Advocates
• Council wide commitment to the

Customer Experience

• Refurbished Service Centres
• Introduction of Pop Up stalls
• Move to improve abandonment call rate
• Rewards and Recognition
• Customer Feedback and Complaints

Management Framework