CUSTOMER FOCUS STRATEGY - Hobsons Bay City · PDF fileservice standards Customer focus...

CUSTOMER

FOCUS STRATEGY

2016–18

WORKING TOGETHER

ACKNOWLEDGEMENTS

The Customer Focus Strategy was compiled by Hobsons Bay City Council for reference purposes only. For further information contact Hobsons Bay City Council on 9932 1000 or www.hobsonsbay.vic.gov.au

The Council acknowledges the people of Yalukit Wilum of the Boon Wurrung Country that makes up the Greater Kulin Nation as the traditional owners of these municipal lands.

The Council acknowledges the legal responsibility to comply with the Charter of Human Rights and Responsibilities Act 2006 and the Equal Opportunity Act 2010. The Charter of Human Rights and Responsibilities is designed to protect the fundamental rights and freedoms of citizens. The Charter gives legal protection to 20 fundamental human rights under four key values that include freedom, respect, equality and dignity.

February 2016

Message from CEO 4

Introduction 5

Our promise 6

Guiding principles 6

Organisational context 6

Hobsons Bay City Council Plan 8

Profile - Hobsons Bay community 9

Our customers 10

- What our customers have told us 10

- What our customers expect 10

- How do we communicate with our customers? 11

- How our customers prefers to contact us to request service 12

- Why do our customers contact us 13

Customer focus model 14

Themes and strategic objectives 16

Theme 1 - People 17

Theme 2 - Process 17

Theme 3 - Technology 18

Theme 4 - Measures 18

Customer Focus Strategy - Action Plan 19

CONTENTS

MESSAGE FROM CHIEF EXECUTIVE OFFICER

I’m pleased to introduce you to this Draft Customer Focus Strategy.

At the core of this strategy is a want to every day get better at what we do. Customer Service is ever so important to the day-to-day operations of a Council and this strategy outlines our commitment to this community.

Our customers remain our highest priority and we continue to improve the way we interact with them every day.

We today offer a range of contact options and our customers have the right to expect a consistent experience regardless of the method they choose to use to contact Council. That is one of our core commitments, consistency.

The recent rapid growth and adoption of new technologies in the digital space is both exciting and daunting for organisations such as ours. It means we need to constantly be looking to keep up with our community and their needs for us to be responsive and consistent.

In developing the Customer Focus Strategy, we have asked our customers to identify what they believe we do well and what we need to improve at. We also asked our staff, our councillors and our community and have drawn on the detailed knowledge and understanding of our community. All of these things have come together to develop a comprehensive strategy that will guide our customer focus over the next four years.

A considerable amount of work and know-how from both the staff of this organisation and our community has gone into developing this strategy and I would like to thank everybody who has taken the time to contribute to it.

Every one of our staff has a clear role to play in delivering on our commitments in this strategy. The implementation of the strategy will be driven by continuous improvement and ensuring that our staff are equipped with the tools and training to deliver exceptional customer service experience.

I now look forward to this strategy and associated action plan being implemented across all corners of the organisation and improving Council’s interaction with the community.

Chris Eddy Chief Executive Officer

Customer focus strategy Working together 04

INTRODUCTION

Hobsons Bay City Council is committed to being a leading service provider and recognises that the delivery of customer service is the responsibility of all staff. In meeting the changing needs and expectations of our community, our focus is to enhance our reputation for and delivery of excellence in customer service.

‘Customer focus’ places the customer at the centre of any decision making as an integral part of the process. It requires Council to listen, engage and consider our customers when providing services that are easily accessible and enhance the customer experience: whether it is paying rates online or returning a book to the library after hours.

The Customer Focus Strategy (the strategy) provides the organisation with a framework and a plan to deliver excellent customer service. Through the implementation of the strategy, Council will play a more proactive role and build on improving relationships with our community.

The strategy commits to four key themes of: people, process, technology and measures and is supported by an action plan, which outlines the key priorities of actions together with identifying outcomes that will be delivered over the course of the strategy.

This strategy was prepared after extensive consultation with the community - our customers, our staff, our executive management team, our Mayor and Councillors. Ongoing feedback is also frequently provided by our key stakeholders. The Annual Community Survey was a key reference point in preparing the Customer Focus Strategy; but the process also included additional customer surveys, focus groups and workshops with Councillors, senior management and staff.

“ Customer service’ is not just a department. It is the responsibility of the entire organisation. To meet our goal we must aim for excellence”

Chris Eddy, CEO, Hobsons Bay City Council


OUR PROMISE

ORGANISATIONAL CONTEXT

GUIDING PRINCIPLES

At Hobsons Bay City Council, we commit to provide excellent customer service to all of our customers.

This strategy reflects our Council’s values of honesty, trust, integrity, collaboration, respect and accountability.

The Customer Focus Strategy is designed to provide clear direction for Council to achieve its mission with a commitment to continue to uphold Council’s values.

The following principles are identified in our Customer Service Charter and together with our core values, have been used to guide the development of the strategy.

We will:

• Treat you with respect and courtesy and listen to you

• Be friendly courteous and polite

• Be open honest and accountable in our interactions

• Be prompt in our responses and close the loop

• Be consistent

• Be accessible and inclusive

• Respect your privacy and treat your personal information as confidential

• Continue to develop sustainable partnerships

• Use your feedback as a way of improving our service standards


Reflected in and supported by the following strategic objective contained within the Council Plan, our goal 4.3 aims to ensure we ‘Communicate and engage effectively with the community and provide excellent customer service’.

“ Working with our

community to plan, deliver

and advocate for the

services and infrastructure

that will achieve a healthy,

connected and sustainable

future in Hobsons Bay.”

OUR

MISSION


HOBSONS BAY

CITY COUNCIL PLAN

2013–2017

Providing strong civic leadership, advocacy and good governance to promote the wellbeing of people who live, work in and visit Hobsons Bay: ensuring that the Council is an effective, financially strong and capable organisation.

GOAL 4

AN INNOVATIVE, PROACTIVE,

AND LEADING ORGANISATION


PROFILE: THE HOBSONS BAY COMMUNITY

of the population are Australian citizens

estimated resident population

of residents have a disability (approximately 14,825)

people identify as being Aboriginal or Torres Strait Islander

of the Hobsons Bay population come from non-English speaking countries, primarily from India, Italy, Vietnam, Malta and Greece

of residents are eligible to vote

of the Hobsons Bay population was born overseas, from more than

Hobsons Bay’s population is ageing. By 2021, the number of residents aged 55 and over will be 26% of the toatal population.

The overall population is expected to increase by 8 per cent.

83.5%

91,148

17%

389

23%

64.5%26% 8%

31%

different countries

130

different spoken languages

100+

THE

PEOPLE

THE

FUTURE

2015–2021

There will be a high demand for Council and other health services for those aged between

and even greater demand for those aged over

65 & 74

85

Other demographic changes will require greater community access to services and infrastructure.


OUR CUSTOMERS

Understanding the community of Hobsons Bay is important to servicing the needs of our community, but more broadly the definition of a ‘customer’ includes community members, ratepayers, visitors, businesses, other organisations and levels of government working with Council, and Council staff.

The list includes anyone who requires information or service from Council; for example: police, school teachers, contractors, politicians and developers.

While they all have different issues and expectations, our research says our customers want the same outcome when they contact Council: they expect a polite, prompt, accurate response at the first point of contact.

Council conducts annual surveys to measure community satisfaction with a range of services and facilities. Surveyed customers rated Council’s courtesy of service, access to the right advice, and provision of information as “very good”. ‘speed of service’ rated slightly lower as ‘good’.

While this was a very positive response, our customers suggested some desired improvements:

• Prompt response and follow up to enquiries

• Information requests be directed to the right person, the first time

• Website access to forms and information be easier to access and understand

• A more efficient planning application process

• The ability to interact and conduct business with Council outside of standard business hours.

• To be treated with understanding, courtesy and respect

• To be referred to the relevant person promptly

• To have initial concerns taken seriously, and recorded for future action

• To be kept informed about progress, if further investigation required

WHAT

OUR CUSTOMERS

EXPECT

WHAT

OUR CUSTOMERS

HAVE TOLD US


Technology is rapidly changing the way we do business in the 21st century. According to an Australian research company2, 66 per cent of local councils use traditional service methods – telephone, face-to-face, letters, emails – but this is rapidly changing with the uptake in various social media platforms.

Source: The future of Customer Service, 2013, Steven van belleghem.com

2 Fifth Quadrant - Customer Experience, Strategy and research organisation.(2013) 3 Sensis marketing services, www.sensis.com.au 4 Hobsons Bay City Council Community survey April 2015 Metropolis Research P/L

Australia closely follows worldwide trends in the increased use of digital platforms in the past two years.

increase in Facebook

26% 20%25% 18% 70%

increase in Twitter

increase in email

increase in mobile phone applications

of consumers expect corporate websites to include self-service tools

A 2014 Sensis Social Media Report suggests 69 per cent of Australians now use social media, while Facebook continues to dominate the social media landscape, with 95 per cent of social media users accessing the platform.

Sensis3 reports that three in ten Australians now use social media for business purposes; and our research confirms that our community expects our use of technology to adapt and improve.

• According to the Hobsons Bay City Council 2015 Annual Community Survey4, there was an increase in those preferring email - 45 per cent – up from 36.8 per cent.

• There was a significant decline in the number of customers preferring to receive information – or interact with – the Council website. It dropped from 35.3 per cent to 25 per cent.

• An increasing number of Hobsons Bay residents - 57.9 per cent - prefer direct mail/letterbox drops. This is a noticeable increase from 53.8 per cent the previous year.

• More customers said they preferred the Council newsletter/publication; this increased from 35 per cent to 44.1 per cent

HOW DO WE

COMMUNICATE

WITH OUR CUSTOMERS?


HOW

OUR CUSTOMERS

PREFER TO CONTACT US

TO REQUEST SERVICE

In person by mail

Online

39%61%

PAYMENTS

Phone

Email

Face to face

Webchat

64%

16%18%

2%

CONTACTS

Although phone contact continues to be the preferred contact method for our customers, we have noticed a gradual increase in the use of our online contact channels.

Email enquiries are on the rise and our live chat option is also proving to be an increasingly popular way for customers to contact Council for quick enquiries.

A steady portion of our customers prefer to visit Council to make a payment or discuss a complex matter, however, we are seeing an increase in the number of payments being made online.


immunisations

counter enquiries

calls received

11,915

25,700

108,820

667,142

49,224

24,403

14,245

1.5 million

34,488

3.08 million8,103

1,874

70,600 18,826

895

library loans

meals delivered

emails

animal registrations

website hits

customer requests received

garbage collectionshard waste

booking requests

webchats

registered mail itemsmaternal child

health consultations

Snap Send Solve reports

Council provides over 100 services to the Hobsons Bay community. We are committed to continuing to listen to our customers and enhance, streamline and integrate our systems and processes to make it easier for customers to interact with us for their range of service needs.

WHY

OUR CUSTOMERS

CONTACT US

‘Snap Send Solve’ requests have almost doubled in the last 12 months.

Snap Send Solve is a free smart phone app that allows users to send photographs and GPS coordinates to report an issue to Council.

DID YOU KNOW


CUSTOMER FOCUS MODEL

Through an extensive development and consultation process, four strategic themes have been identified. These themes have been categorised into objectives and actions to deliver the Customer Focus Strategy. These actions will assist the organisation to achieve an increased customer satisfaction level and improve service delivery and perception of a customer focused organisation. The strategy will be supported by a three year action plan to deliver the outcomes.

Our promise, the themes and associated actions to get us there can be represented by the below customer focus model.

CUSTOMER

OUR PROMISEAt Hobsons Bay City Council, we commit to provide excellent customer service to all of our customers.

OUR PRINCIPALS

OUR THEMES• People • Process• Technology• Measures

Be respectful, friendly, accessible, consistent and accountable


THEMES AND STRATEGIC OBJECTIVES

The strategy provides the organisation with a framework to deliver excellent customer service. Four key themes have been identified and under each there are a number of initiatives or objectives, to provide responsive and consistent customer interaction along with efficiencies and greater customer satisfaction.

Helping our staff to be more engaged, skilled and customer focussed

Ensuring we provide consistent, efficient and accessible processes

Developing accessible, innovative customer-driven preferences

Collecting, assessing, measuring information and providing reports to guide future direction

Using these themes as a guide to improve the service delivery and our perception as a customer focused organisation will help Council achieve an increased customer satisfaction level.

Being rated ‘very good’ is currently achievable. Being considered ‘excellent’ is our goal.

This strategy will be supported by a three year action plan to deliver the desired outcomes.

The accompanying Strategic Action Plan outlines Council’s commitment to four strategic themes:

PEOPLE

PROCESS

TECHNOLOGY

MEASURES


THEME

ONE

PEOPLE

Our customers want the right answer, the first time they contact us. We acknowledge this does not always occur, so to improve, we need a more engaged and customer focused workforce. This can be achieved with additional training to improve staff knowledge, performance and enhance the overall experience for everyone involved.

The key to this is to provide staff with a greater understanding of our customers, to help generate empathy. Research shows that empathy plays a key role in improving the customer experience. Well trained staff develop a greater insight into the concerns of their customers.

In Hobsons Bay, the demographic profile helps staff understand the needs of a wide ranging group of people who live, visit and work in the area. Appropriate training, using tailored programs, will improve staff performance across various work units.

Objective 1.1Embed a culture of customer focus across the organisation

Objective 1.2Ensure all staff at Hobsons Bay City Council are skilled, trained and supported in delivering excellent customer service.

Objective 1.3Develop greater insight into the “customer experience” with Council to inform future service delivery and potential improvements.

Objective 1.4Provide our customers with a channel to be heard and engaged.

Objective 1.5Create a welcoming environment at all Council buildings for all members of our community including people from culturally and linguistically diverse backgrounds and people with disabilities.

Our customers want their experience with Council to be consistent, efficient and easily accessible. This means we must review our customer service standards to ensure that what the customer expects is consistent with what we can deliver.

Investing in developing a knowledge management system will ensure customers have a consistent experience. More efficient use of time and services will improve our capacity to be innovative and develop forward thinking solutions.

This will also allow us to explore potential opportunities to develop shared service models, driving efficiencies and process improvements. The ultimate goal is to respond to our customers’ requirements of a more effective, accessible method of interaction.

Objective 2.1Ensure customers receive a consistent response, regardless of how they choose to contact us.

Objective 2.2Demonstrate efficiencies in our processes in the use of time and money while maintaining a customer focus.

Objective 2.3Ensure our services are easy to use and accessible.

THEME

TWO

PROCESS


Customer self-service (CSS) is now an accepted way to do business – and our customers expect to interact with Council by accessing our website at all times.

Our customers want accurate information and do not want to be constrained by the hours of operation of the service.

The use of technology to make the customer service experience personal identified as a priority. This is available and can be tailored to integrate and access data from our systems; enabling us to use the information we already collect to enhance the experience for our customers.

Objective 3.1Ensure our technical solutions are customer focused and user friendly.

Our customers want to be promptly informed and updated on the progress of their request: they expect to be ‘kept in the loop’, particularly if they are awaiting a resolution.

Through the use of customer service metrics and analytics, Council can provide a regular method of identifying opportunities for improvements - and highlighting areas of excellence. We deliver many services and have established business rules, which are reviewed annually.

This evaluation process will be measured alongside key performance indicators, enabling Council to implement necessary changes or improvements.

The reporting of the performance and achievements of Council services will be published and promoted via the website.

Objective 4.1Demonstrate accountability by implementing appropriate performance measure.

THEME

THREE

TECHNOLOGY

THEME

FOUR

MEASURE


CUSTOMER

FOCUS STRATEGY

ACTION PLAN

INTRODUCTION

The actions outlined below align with the four strategic themes people, process, technology and measures; and have been prioritised as high medium or low. The action plan outlines each action, its measures and the responsible department with Council, while also providing an indication of the level of funding required to effectively deliver the desired outcome.

The cost level of funding has been estimated based on current and past program costs. As a guide the following funding classifications have been used:

To ensure that each action is adequately resourced, further qualification will be required to determine precise funding requirements

Developed in conjunction with the Hobsons Bay City Council Customer Focus Strategy 2016–2018, this action plan outlines the key priorities of actions for the term of the strategy together with identifying outcomes that will be delivered over the course of the strategy.

INDICATIVE COST CLASSIFICATION

$0–$15,000 Low-cost

$15,001–$50,000 Medium cost

$50,001 + High cost

Customer focus strategy Action plan 20

Our customers want the right answer, the first time they contact us. We acknowledge this does not always occur, so to improve, we need a more engaged and customer focused workforce. This can be achieved with additional training to improve staff knowledge, performance and enhance the overall experience for everyone involved.

The key to this is to provide staff with a greater understanding of our customers, to help generate empathy. Research1 shows that empathy plays a key role in improving the customer experience; well trained staff develop a greater insight into the concerns of their customers.

In Hobsons Bay, the demographic profile help staff understand the needs of a wide ranging group of people who live, visit and work in the area. Appropriate training, using tailored programs, will improve staff performance across various work units

THEME

ONE

PEOPLE

1 Eptica, European experts in multichannel and multilingual customer interaction management software www.eptica.com


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key

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Usin

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acy

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all b

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Ser

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All d

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ts

invo

lved

in C

omm

unity

En

gage

men

t

Year

1Co

sted

app

ropr

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ly to

re

flect

sta

ffing

cos

tsLO

W


STR

AT

EGIC

OB

JEC

TIV

E 1.

5C

reat

e a

wel

com

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nm

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ll C

ou

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l bu

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ple

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abili

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Mea

sure

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tyR

esp

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le

dep

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tner

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imel

ine

Ad

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al

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urc

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Co

st le

vel

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1

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om s

pace

s

HIGH

Cust

omer

Ser

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Lear

ning

Com

mun

ities

an

d St

rate

gy &

Adv

ocac

y

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1W

ithin

bud

get

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1.5.

2

Prom

ote

the

use

of L

angu

age

Line

and

tele

phon

e in

terp

rete

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here

pos

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MED

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Lear

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Stra

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mm

unic

atio

nsYe

ar 1

With

in b

udge

tLO

W


Our customers want their experience with Council to be consistent, efficient and easily accessible. This means we must review our customer service standards to ensure that what the customer expects is consistent with what we can deliver.

Investing in developing a knowledge management system will ensure customers have a consistent experience. More efficient use of time and services will improve our capacity to be innovative and develop forward thinking solutions. This will also allow us to explore potential opportunities to develop shared service models, driving efficiencies and process improvements. The ultimate goal is to respond to our customers’ requirements of a more effective, accessible method of interaction.

THEME

TWO

PROCESS


STR

AT

EGIC

OB

JEC

TIV

E 2

.1E

nsu

re c

ust

om

ers

rece

ive

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st le

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2.1

.1

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and

mai

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cen

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know

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ta b

ase

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tim

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f to

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Lear

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All D

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MED

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.3

Cond

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nual

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w o

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nual

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Year

1W

ithin

bud

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STR

AT

EGIC

OB

JEC

TIV

E 2

.2E

nsu

re c

ust

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s.

STR

AT

EGIC

OB

JEC

TIV

E 2

.3E

nsu

re o

ur

serv

ices

are

eas

y to

use

an

d a

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le

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sure

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dep

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st le

vel

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new

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nd

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2.2

.1

Expl

ore

inno

vativ

e op

portu

nitie

s to

sha

re c

osts

and

ser

vices

w

ith o

ther

cou

ncils

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drive

th

e de

velo

pmen

t of a

pot

entia

l re

gion

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onta

ct c

entre

se

rvic

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odel

Hobs

ons

bay

City

Cou

ncil

to

take

lead

role

in fo

rmin

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wor

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gro

up to

furth

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expl

ore

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conc

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MED

IUM

/LOW

Cust

omer

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r int

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ted

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cils

Year

1–

3W

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, whi

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mai

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e

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ibilit

y de

term

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t pro

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unch

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stom

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Info

rmat

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Inte

rest

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Initi

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2.2

.3

Esta

blis

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pro

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MED

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Cust

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Ser

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All D

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With

in c

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sour

ceLO

W

Act

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Mea

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Co

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2.3

.1

Revie

w th

e cu

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ns d

elive

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to

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re th

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unity

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com

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rpor

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eam

fo

r con

side

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Cust

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Ser

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nce/

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/ Ye

ar 1

–2

With

in c

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W

2.3

.2

Impl

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t rec

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enda

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m s

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tions

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dHI

GHAl

l dep

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ents

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omer

Ser

vice

Year

3W

ithin

cur

rent

reso

urce

LOW


Customer self-service (CSS) is now an accepted way to do business – and our customers expect to interact with Council by accessing our website at all times. Our customers want accurate information and do not want to be constrained by the hours of operation of the service.

The use of technology to make the customer service experience personal identified as a priority. This is available and can be tailored to integrate and access data from our systems; enabling us to use the information we already collect to enhance the experience for our customers.

THEME

THREE

TECHNOLOGY


STR

AT

EGIC

OB

JEC

TIV

E 3.

1E

nsu

re o

ur

tech

nic

al s

olu

tion

s ar

e cu

sto

mer

focu

sed

an

d u

ser

frie

nd

ly.

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Co

st le

vel

of

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nd

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3.1.

1

Scop

e th

e sp

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catio

n fo

r a

Cust

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Rel

atio

nshi

p M

anag

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t (CR

M) s

yste

m th

at

wou

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and

staf

f to

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cess

and

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r inf

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m a

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Pres

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usin

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case

for t

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impl

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a C

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stom

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e/

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Serv

ices

Fina

nce

Plan

ning

, Bui

ldin

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d He

alth

,Ci

ty S

ervic

esIn

frast

ruct

ure

Year

2To

be

deve

lope

d in

con

junc

tion

with

Info

rmat

ion

Serv

ices

LOW

3.1.

2

Inve

stig

ate

the

crea

tion

of a

cen

tral

coun

cil d

ata

base

for a

ll cu

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nam

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s

Pres

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usin

ess

case

as

part

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pro

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Cust

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form

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esFi

nanc

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To b

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ped

in c

onju

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ith In

form

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n Se

rvic

esLO

W/M

EDIU

M

3.1.

3

Audi

t the

follo

win

g in

tern

al

syst

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and

thei

r req

uire

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t fo

r int

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mm

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tions

to C

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M

anag

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t Tea

m

MED

IUM

Cust

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Ser

vice/

In

form

atio

n Se

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esAs

sets

, Spo

rts a

nd

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eatio

n.Pl

anni

ng, B

uild

ing

and

Heal

th,

Fina

nce,

Stra

tegi

c Co

mm

unic

atio

ns

Year

3To

be

deve

lope

d in

con

junc

tion

with

Info

rmat

ion

Serv

ices

LOW

- CHA

RM/C

onfir

m-

Gree

nlig

ht-

Obje

ctive

- In

tram

aps

- Op

en O

ffice

- Web

site

3.1.

4

Deve

lop

a cu

stom

er w

eb p

orta

l or

das

hboa

rd (e

.g. W

irefra

me)

to

supp

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usto

mer

s to

sel

f ser

ve

any

whe

re fr

om a

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e

Redu

ctio

n in

con

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cen

tre

cont

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ugh

dura

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of

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Stra

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c Co

mm

unic

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nsYe

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–3

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rmat

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Serv

ices

MED

IUM

/HIG

H

3.1.

5

Expl

ore

syst

em c

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ilitie

s to

au

tom

ate

rem

inde

rs, r

eque

st

upda

tes

and

clos

ure

note

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ou

r cus

tom

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Impr

ovem

ent i

n ou

r “r

espo

nsive

ness

” and

incr

ease

d cu

stom

er s

atis

fact

ion

resu

lts 1

2 m

onth

s fo

llow

ing

impl

emen

tatio

n

MED

IUM

Cust

omer

Ser

vice

Asse

ts, S

ports

and

Re

crea

tion.

Info

rmat

ion

Serv

ices

Year

3Cu

stom

er S

ervic

eM

EDIU

M

3.1.

6

Expa

nd o

ur p

aym

ent o

ptio

ns

for c

usto

mer

s to

incl

ude

an

over

arch

ing

secu

re p

aym

ent p

orta

l

Redu

ctio

n in

mai

l and

cou

nter

pa

ymen

tsHI

GHFi

nanc

e In

form

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n Se

rvic

esCu

stom

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ervic

eYe

ar 2

Fina

nce

LOW


Our customers want to be promptly informed and updated on the progress of their request: they expect to be ‘kept in the loop’, particularly if they are awaiting a resolution.

Through the use of customer service metrics and analytics, Council can provide a regular method of identifying opportunities for improvements - and highlighting areas of excellence. We deliver many services and have established business rules, which are reviewed annually. This evaluation process will be measured alongside Key Performance Indicators, enabling Council to implement necessary changes or improvements.

The reporting of the performance and achievements of Council services will be published and promoted, via the website.

THEME

FOUR

MEASURE


STR

AT

EGIC

OB

JEC

TIV

E 4

.1D

emo

nst

rate

acc

ou

nta

bili

ty b

y im

ple

men

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ap

pro

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te p

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rman

ce m

easu

res.

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ion

Mea

sure

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tyR

esp

on

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le

dep

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tner

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imel

ine

Ad

dit

ion

al

reso

urc

es r

equ

ired

Co

st le

vel

of

new

fu

nd

ing

4.1

.1

Revie

w c

usto

mer

focu

sed

key

perfo

rman

ce in

dica

tors

(KPI

s)

for t

he o

rgan

isatio

n an

d m

ake

reco

mm

enda

tions

for c

hang

e

(if n

eces

sary

)

Pres

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ecom

men

datio

n to

Co

rpor

ate

Man

agm

ent T

eam

fo

r app

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l

HIGH

Cust

omer

Ser

vice

CMT

Year

1W

ithin

bud

get

LOW

4.1

.2

Deve

lop

and

deliv

er m

onth

ly re

ports

on

all c

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con

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s ac

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Mon

thly

repo

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all

rele

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dep

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ents

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prov

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ts id

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ed

HIGH

Cust

omer

Ser

vice

All d

epar

tmen

tsYe

ar 2

Orga

nisa

tiona

l rep

ortin

g re

sour

ce re

quire

dLO

W

4.1

.3

Publ

ically

repo

rt an

nual

ly on

our

co

rpor

ate

perfo

rman

ce in

cludi

ng

cust

omer

sat

isfac

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and

impr

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Impr

ovem

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n co

mm

unity

sa

tisfa

ctio

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r the

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Every one of us has a role to play in delivering great customer service

Through the implementation of the strategy, Council will play a more proactive role and build on improving relationships with our community.

Hobsons Bay City Council is committed to being a leading service provider and recognises that the delivery of customer service is the responsibility of all staff.

HOBSONS BAY LANGUAGE LINE

9932 1212 INTERPRETER SERVICE FOR ALL LANGUAGES

AND RECORDED COUNCIL INFORMATION IN:

English

Your Council in your language

HOBSONS BAY

CITY COUNCIL

115 Civic Parade, AltonaPO Box 21, Altona 3018Phone (03) 9932 1000Fax (03) 9932 1090NRS phone 133 677 and quote 03 9932 1000Email [email protected]

www.twitter.com/HobsonsBayCC

www.facebook.com/HobsonsBayCityCouncil

www.hobsonsbay.vic.gov.au

CUSTOMER FOCUS STRATEGY - Hobsons Bay City · PDF fileservice standards Customer focus...

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