LG Structural Reform Toolkit
REVIEWING THE CUSTOMER SERVICE MODEL
Listed below are key tasks and actions that Local Governments may want to consider when reviewing the current customer service model. Building internal
capacity and delivering a consistently high level of customer service can be achieved by integrating and aligning all elements of service provision to the
customer experience.
The best way to ensure that the customer experience (both internal and external) is a great one is to adopt the customer's view. If we use this approach, we
can sequence and coordinate customer-contact interactions in a way that creates a better and more fulfilling customer experience. Other ways of securing a
great experience are:
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Embed consideration of the customer experience as an integral part of what you do.
Identify and accelerate actions to improve the customer experience or increase the value of your offering to them.
Communicate and listen.
Make sure you have the tools and information you need to respond to customers caught up in the change. If not, make it happen.
Deliver on the basics  minimise complexity for the customer  communicate in a simple, respectful and compelling way optimise the customer
experience.
The framework below (courtesy of City of Joondalup) outlines how this can be achieved successfully.
Customer Service
Key Task
Objectives
Review Customer Service
provision between amalgamating
LG’s and develop a new
Customer Service model
Align customer service provision and
develop a Customer Service model
Reform Toolkit
Reviewing the Customer Service Model
Actions
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Desktop review of existing policy, systems, Customer Service Charters,
plans and practices.
Workshop:
o Review how the provision of Customer Service is conducted at
the LG’s (including after-hours service provision – see below).
o Review any existing contracts/agreements currently in place
which support the provision of Customer Service i.e. secure
cash collection service, IT systems
o Determine where synergies and consistencies exist e.g.: IT and
phone systems, standards, protocols, procedures, Service
Level Agreements
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Locations
Determine suitable locations for
conducting Customer Service Functions
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After-hours Service
Develop and implement an after-hours
call handling model
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Human Resources
Induction, Training and Retraining of
employees
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Reviewing the Customer Service Model
Determine where facilities, services, equipment, resources can
be consolidated
Determine where differences exist, seek agreements and
consolidate a common approach
Design the Customer Service model
Process map
Conduct assessment of existing locations i.e. Customer Service
Centres, Contact Centres, and work areas for suitability and cost
effectiveness of final locations
Design/re-design Customer Service Centres, Contact Centres and
work areas based on requirement
Determine CAPEX budget to conduct any works required e.g. Fit out,
de-fit, removal costs, IT & telephony costs
Consider how Customer Service will be provided during the transition
period of changes to locations or works conducted
Communicate changes in locations (if any) to the community (provide
adequate notice) and employees
Determine the level of service offering to be provided for handling and
action of after-hours calls
Design after-hours service model (process map)
Design call handling matrix based on LG processes and requirements
Review existing contracts e.g. Insight Call Centre Service contract (via
WALGA) to determine if these provide the level of service required
Ensure services, process and systems are designed to manage
afterhours calls and callouts
Review, develop and implement a customer service organisational
structure in accordance with the Human Resource Reform Toolkit.
Develop and implement an education and training program for
employees of new LG on all policies, plans, charters, systems that
result from Customer Service function being amalgamated
Include Customer Service Philosophy and approach into Employee
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Recruitment and Induction processes
Systems
Review systems to support Customer
Service and other functions
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Protocols, Procedures and Work
Instructions
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Reviewing the Customer Service Model
Develop internal support documents
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Review existing LG systems for each amalgamating LG and
determine which, if any of the existing systems, are suitable to
maintain for the newly formed LG, or whether a review may be
required to seek suitable systems beyond those currently used
Determine suitable systems for:
o Telephony, to consider:
 phone numbers to be used
 Locations
 Switchboard and direct in-calls to Business Units or
call centre?
 VOIP or Digital systems (multi site will benefit from
VOIP)
 Voicemail systems
 On-hold messages
o Customer Requests
o Receipting
o Finance
o Work Orders (Operations/IMS)
o Record Management
o Website
o Reporting
Develop a user-friendly intranet system as a ‘one-stop-shop’ point of
reference for employees to obtain useful, up-to-date information.
o consider how information will be kept up-to-date
o consider how information may be shared across multiple sites
Data cleansing of all systems prior to any integration of systems and
data
Data migration and amalgamation
TEST, TEST, TEST!
Develop (and document) and implement:
o Customer Service Charter
o Protocols
o Procedures (align to Protocols where applicable)
o Work instructions
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Training
Training of officers in systems
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Develop and create a Training Needs Analysis (TNA) to identify
training needs for frontline employees
Identify product specialists / champions to assist in training,
implementation and coaching
Develop training program including training manuals
Implement training
Ongoing coaching
Review
Communication Plan
Develop Communication Plan
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Develop a Communication Plan which informs the community and
stakeholders of important changes and progress of amalgamations
Vision and Values
Set Commitment to Strategic Vision and
Aspirations
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Develop Key Vision and Values (if only interim)
Create Strategic Plan
Communicate Plan
Planning Framework
Develop Planning Framework
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Develop internal strategies and plans (align to Strategic Plan)
Customer Service Standards
Set Standards, Commitments and
Expectations
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Develop Customer Service Standards (align to Strategic Plan and
internal plans)
Create and implement a Customer Service Charter
Communicate Standards (externally and internally)
Develop standard turnaround times in the Action Request / CRM
system for the various customer request types
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Measurement and Review
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Reviewing the Customer Service Model
Develop measurements of service
delivery
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Develop methodology, systems and processes to gauge and manage
service levels
o Create feedback mechanisms:
 Online e.g. Web surveys / forms, social media
 In person e.g. Hard copy surveys / forms at all LG
facilities
 Over the phone e.g. Internal systems / forms
 In writing e.g. Via Record Management Systems
o Reporting
 Develop reporting mechanisms, tools and systems to
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measure customer service KPI’s and objectives
Develop processes to support and take action on the receipt
of customer feedback
Complaint Management
Develop systems, processes and review
mechanisms for complaints
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Develop a Complaints Management Process and supporting
documents for the receipt, review, response, action and reporting of
complaints received
Reward and Recognition
Create an internal reward and
recognition program
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Create an internal reward and recognition program to acknowledge
and reward employee contribution to customer service and
exceptional work
Review and Improve
Review feedback, compliments and
complaints
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Ongoing review of reports, customer feedback, compliments and
complaints to inform Management where continual improvement
opportunities exist
Reform Toolkit
Reviewing the Customer Service Model
LG Structural Reform Toolkit
Useful Documents
Document Name
Purpose
Internal / External
Document Type
Source
Customer Service Charter States the City’s commitment to the provision
(new edition)
of quality services and service standards of
which we are measured by the community.
Internal and External
Michael Eyre
Complaint Handling
Guideline
Internal
Michael Eyre
External
Jill Wilson
Corporate Business Plan
5 year service and delivery program aligned to External
Joondalup 2022. Plans and tracks the
organisational capacity to meet the objectives
and outcomes set out in Joondalup 2022.
Jill Wilson
Induction Handbook
Handbook provided to new employees – Internal
provides a checklist and dates for induction
sessions.
Glenn Heaperman
Induction Process
Outlines induction process
Glenn Heaperman
Builds on the Complaint Handling Protocol and
processes defining the essential principles for
effective complaint handling and a guideline to
employees on how to handle complaints
received by the City.
Strategic Community Plan 10 year overarching guide highlights the City’s
commitments to achieving the vision of its
‘Joondalup 2022’
community.
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Reviewing the Customer Service Model
Internal
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KPI’s / Standards
Description
KPI (Target)
Customer Service Training
conducted in accordance with the
Corporate Training Program
Four sessions per year
Response time to general City
related correspondence
7 business days
Annual Customer Satisfaction
Monitor results
89.1% maintained or increased
Customer Requests actioned
within specified time frames
90%
% level of Customer experience
satisfaction via Customer Service
Centres
85%
% level of Customer Satisfaction
with complaints handled by the
Customer Relations Advocate
85%
Delivery of Employee Excellence
Award Program
Bi-monthly
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Reviewing the Customer Service Model
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