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Customer Experience Strategy 2024-2027

Customer Experience Strategy Council acknowledges the Gadigal and Wangal peoples of the Eora Nation, who are the traditional custodians of the lands in which the Inner West Local Government Area is situated. We celebrate the survival of Aboriginal and Torres Strait Islander cultures, heritage, beliefs and their relationship with the land and water. We acknowledge the continuing importance of this relationship to Aboriginal and Torres Strait Islander peoples living today, despite the devastating impacts of European invasion. We express our sorrow for past injustices and support the rights of Aboriginal and Torres Strait Islanders to self-determination.

Baludarri (Balmain)

Gulgadya (Leichhardt) Djarrawunang (Ashfield)

Damun (Stanmore)

Midjuburi (Marrickville)

LGA Wards Balmain Ward – Baludarri (Leather Jacket) Leichhardt Ward – Gulgadya (Grass Tree) Ashfield Ward – Djarrawunang (Magpie) Stanmore Ward – Damun (Port Jackson Fig) Marrickville Ward – Midjuburi (Lillypilly)

Customer Experience Strategy

First Impressions (2022) by Kim Siew and Nico Nicoson Photo credit: Kisane Low

Contents Mapping our three-year customer experience blueprint

Implementation Plan 2024 - 2027

Integrated planning and reporting

Our Purpose and Values

Developing the Customer Experience Strategy

The unique Inner West

Inner West community profile

How our community connects with Council

Our Service Charter

Developing the future customer experience

Your priorities

About the Customer Experience Strategy

Key pathways to delivering a great customer experience

Strategic priorities for customer experience

Strategic Priority 1: Supporting our staff to excel

Strategic Priority 2: Council anywhere, anytime

Strategic Priority 3: Embedding access and inclusion

Strategic Priority 4: Monitor, improve, measure, repeat

Customer Experience Strategy

Build 24/7 access to Council information and services

Mapping our three-year customer experience blueprint

2.1 The community can access information, make inquiries and track progress anywhere and anytime quickly and easily 2.2 Council keeps pace with

Our Purpose: To be of service to the community and make Inner West a great place to be

Supporting our staff to excel

innovation in service delivery across digital platforms. 2.3 Council actively engages with the community via social media

Seamless and personalised experience 2.4 The community receives a personalised, consistent and connected customer experience across all Council touchpoints.

Foster a culture of service excellence 1.1 Council’s Purpose, Service Promise and Customer Experience Strategy are embedded in all organisational strategies, plans and activities. 1.2 Staff prioritise excellence in

1.4 Each new staff member joining

customer service with a focus on

Council is service-focused and has

resolving inquiries on first contact.

a strong understanding of the Inner West area and community.

Delegate to our staff 1.3 Council staff are invested in delivering good customer

Be accountable to our community

experience and have the required

1.5 Council staff own and resolve

skills and knowledge to excel.

requests and are proactive with customers about progress towards resolution.

Council anywhere, anytime

Embedding access and inclusion

Monitor, improve, measure, repeat

Ensure communication and information is always clear and accessible 3.1 All communication with our community is easy to understand. 3.2 Council’s information channels are optimised continuously for accessibility and inclusion.

Deliver a quality service for everyone in our diverse community

Put the community at the centre of a quality customer experience

Apply a continuous focus on improving our customer experience

4.1 Real-time insights into

are identified, examined and

customer experiences inform

resolved.

4.4 Our greatest service challenges

Council’s approaches. 4.5 Council seeks to understand

3.3 Residents of all capabilities,

4.2 Council and the community

the community’s evolving and

including those without digital

have a clear view of the

diverse needs.

access, receive a quality service

organisation’s progress on

from Council.

improving customer experience.

4.6 Council has the skills, knowledge and commitment to

4.3 The community have a strong

continuously improve its processes

voice in Council’s future customer

and pivot quickly to address

experience directions.

emerging challenges.

All supported by digital innovation

Implementation Plan 2024 - 2027 Strategic Priorities, Missions and Goals SP1: Supporting our staff to excel Foster a culture of service excellence

Be accountable to our community

Actions

1.1 Customer Experience Strategy embedded across the organisation 1.2 Service excellence is the priority

Delegate to our staff

FY23/24

1.2.1 Develop service standards for all services 1.2.2 Hire staff to deliver first contact resolution as needed 1.2.3 Embed service standards through staff workshops 1.2.4 Deliver annual service performance reporting

1.3 Staff capability increased to deliver good customer experience 1.4 Service focus essential in staff recruitment and onboarding

1.4.1 Improve staff onboarding & induction program with a service focus

1.5 Staff proactively own and resolve requests

1.5.1 Provide progress updates on requests 1.5.2 Improve the complaints management process

1.4.3 Local tours and training in staff induction program

1.5.4 Establish request management & reporting standards 1.5.5 Develop a case management process SP2: Council anywhere, anytime Build 24/7 access to Council information and services

2.1 Easy access to information anywhere and anytime

Actions 2.1.1 Improve Council's website to be customer centred 2.1.2 Conduct weekly customer service stalls on Saturdays 2.1.3 Establish and conduct mobile customer service during & after hours 2.1.4 Simplified service request categories 2.1.6 Redesign the service portal and make it easier to track progress

Seamless and personalised experience

2.2 Innovate service delivery across all digital platforms

2.2.3 Integrate ‘Snap, Send, Solve’ into the customer service portal

2.3 Council engages the community via social media

2.3.1 Establish a social media customer service presence 2.3.2 Join local resident groups on social media

2.4 Personalised and consistent experience across all touchpoints

2.4.1 Procure, develop and implement a Digital Experience Platform 2.4.2 Increase the number of registered users on the service portal

SP3: Embedding access and inclusion Ensure communication and information is always clear and accessible

Deliver a quality service for everyone in our diverse community

Apply a continuous focus on improving our customer experience

Actions

3.1 All communication with our community is easy to understand

3.1.1 Provide and maintain current & relevant information on all channels 3.1.2 Improve the quality of our correspondence 3.1.3 Train staff in the use of plain English communications

3.2 Information channels optimised continuously for accessibility & inclusion

3.2.1 Implement relevant Disability Inclusion Actions

3.3 Residents of all capabilities receive a quality service from Council

SP4: Monitor, improve, measure, repeat Put the community at the centre of a quality customer experience

2.2.1 Develop a Digital Transformation plan of works

Actions

4.1 Real-time insights into customer experiences to continuously improve

4.1.1 Embed industry standard customer experience metrics

4.2 Clear view of the organisation’s progress on improving customer experience

4.2.1 Develop and display monthly customer experience performance 4.2.2 Hold monthly Customer Service Review Sub-Committee meetings

4.3 Community continue to have a strong voice in customer experience directions

4.3.1 Establish a customer experience Local Democracy Group

4.4 Our greatest service challenges are identified, examined and resolved

4.4.1 Continuously monitor and address the poorest service issues 4.4.2 Conduct service reviews to resolve service challenges 4.4.3 Improve Council’s application processes

4.5 Understanding the community’s evolving and diverse needs 4.6 Council continuously improves its processes to address emerging challenges

9 FY24/25

FY25/26

FY26/27

Actions

1.1.1 Implement staff education campaign

1.1.1 Ongoing

1.2.1 Ongoing 1.2.2 Ongoing 1.2.3 Ongoing 1.2.4 Ongoing

1.2.2 Ongoing 1.2.3 Ongoing 1.2.4 Ongoing

1.3.1 Establish an accredited customer service program 1.3.2 Establish customer service community of practice

1.3.1 Deliver an accredited customer service program 1.3.2 Ongoing

1.3.1 Ongoing 1.3.2 Ongoing

1.4.1 Ongoing 1.4.2 Service excellence criteria in all position descriptions 1.4.3 Ongoing

1.4.3 Ongoing

1.5.1 Ongoing 1.5.2 Ongoing 1.5.3 Provide improved online reporting on Council projects

1.5.3 Ongoing

Actions

2.1.1 Continuously improve the website 2.1.2 Ongoing 2.1.3 Ongoing 2.1.4 Ongoing 2.1.5 Improve and expand digital self-service tools 2.1.6 Continuously improve the service portal

2.1.1 Ongoing

2.1.5 Ongoing 2.1.6 Ongoing 2.1.7 Deliver a Council service mobile app

2.1.5 Ongoing 2.1.6 Ongoing

2.2.1 Implement Digital Transformation plan of works 2.2.2 Continuously optimise Council's digital capabilities 2.2.3 Ongoing

2.2.1 Ongoing 2.2.2 Ongoing

2.3.1 Ongoing 2.3.2 Ongoing

2.4.1 Digital Experience Platform built 2.4.2 Ongoing

2.4.1 Digital Experience Platform implemented 2.4.2 Ongoing 2.4.3 Deliver a personalised online experience

2.4.2 Ongoing 2.4.3 Ongoing

Actions

3.1.1 Ongoing 3.1.2 Ongoing 3.1.3 Ongoing

3.1.1 Ongoing 3.1.2 Ongoing 3.1.3 Ongoing 3.1.4 Implement integrated translation software

3.2.1 Ongoing 3.2.2 Audit online channels annually for accessibility 3.2.3 Adopt external communication better practices

3.2.1 Ongoing 3.2.2 Ongoing 3.2.3 Ongoing

3.3.1 Implement easy access to information & services 3.3.2 Develop staff capabilities and baseline in accessibility & inclusion communications

3.3.1 Ongoing 3.3.2 Implement capability training for staff

Actions

4.1.1 Ongoing

4.2.1 Ongoing

4.3.1 Facilitate customer experience Local Democracy Group

4.3.1 Ongoing

4.3.1 Ongoing 4.3.2 Implement process and practice for community ideas

4.4.1 Ongoing 4.4.2 Ongoing 4.4.3 Ongoing

4.4.1 Ongoing 4.4.2 Ongoing 4.4.3 Ongoing 4.5.1 Establish a program to deliver on community's evolving needs

4.6.1 Benchmark and improve services continually

4.6.1 Ongoing

Customer Experience Strategy

Integrated planning and reporting Under the NSW Local Government Act, all local councils plan and

The Framework includes: • Community Strategic Plan – sets

• Resourcing Strategy – the Long-

through the Integrated Planning

out the community’s vision for at

Term Financial Plan, Workforce

and Reporting Framework.

least 10 years into the future and

Management Plan and Asset

how to get there

Management Strategy that

report to their communities

• Delivery Program – four-year

guides the money, people, and

plan that sets out the activities

equipment needed to deliver the

that each elected Council

community’s vision

commits to deliver in its term

• Community Engagement

to achieve the vision

Strategy – guides community

• Operational Plan – annual plan and budget with detailed actions

involvement in Council’s planning and delivery of services and infrastructure Council reports regularly on progress against these plans, including

Other State Plans and Strategies

through this Annual Report.

Our Inner West Community Strategic Plan

Resourcing Strategy

Council’s Strategies and Plans including:

Long-Term Financial Plan

Local Strategic Planning Statement

Workforce Management Strategy

Disability Inclusion Action Plan

Asset Management Strategy and Plans

Integrated Transport Strategy

Information and Communications Technology Strategy

and other Council Strategies

Delivery Program

Community Engagement Strategy

Ongoing monitoring and review

Integrated Planning and Reporting Framework

Operational Plan

Annual Report

Progress Report on the Delivery Program and Operational Plan

13 We are here to be of service to our local community and make the Inner West a great place to be.

Customer Experience Strategy

Our purpose and values drive the culture of the organisation and how we connect with the Inner West community. The Customer Experience Strategy is designed to align directly with our purpose and values. Photo credit: Lexi Potts

Our purpose and values Our purpose and values drive the culture of the organisation and how we connect with the Inner West community. The Customer Experience Strategy is designed to align directly with our purpose and values.

Our purpose We are here to be of service to our local community and make the Inner West a great place to be.

Our values Respect Integrity We are responsive, accountable and will follow through for each other and the community We are transparent and open about the reasons for our decisions and actions We create a safe and trusting environment by walking our talk

We treat everyone equitably and fairly We embrace diversity We acknowledge and value the needs of everyone We actively seek to listen and understand each other’s point of view We value our environment and always consider our impact

We are fair and ethical in everything we do

We value feedback from our community and will respond in a timely manner

We do what we say we are going to do

We actively engage with and deliver for our community

Innovation

Compassion

Collaboration

We foster creativity and the open exchange of ideas

We treat each other with care and keep each other safe

We evolve by working together and learning from each other

We value and seek out new ways of doing things and explore opportunities

We approach each other and our community with empathy and ask how we can help

We grow by sharing our time and ideas

We pursue excellence in everything we do

We acknowledge our differences and empower each other to succeed

We honour what we have while seeking to improve

We care about each other and our community’s concerns

We adapt and change creatively

We nurture relationships and cultivate inclusiveness and unity

We adapt our services for future generations

We proactively listen to, respond to and support each other

We celebrate each other’s achievements We work together to achieve our common purpose

Customer Experience Strategy

Developing the Customer Experience Strategy

2 3

Community and staff consultation (April – June 2023)

Present to Council (September 2023)

Strategy on public exhibition (September – October 2023)

Strategy adopted by Council (from November 2023)

Damum Equine (2022) by George Rose pictured with artist Sarah McCloskey Photo credit: Kisane Low

Customer Experience Strategy

The unique Inner West

Inner West Council local government area (LGA) has an estimated resident population of nearly 200,000 people. It spans 36km² from the banks of the Parramatta River at Birchgrove in the north-east, to the Cooks River at Dulwich Hill in the south-west. The Gadigal Wangal Peoples of the Eora Nation are the traditional custodians of the Inner West LGA. It is a unique area with a special beauty that comes from natural and built environments, and a rich cultural heritage. The people of the Inner West take great pride in their community and have a strong Inner West identity. Inner West Council was formed in 2016 by the NSW Government which amalgamated Ashfield, Leichhardt and Marrickville Councils. Today, the Inner West LGA includes the suburbs of Annandale, Ashfield, Balmain (including Balmain East), Birchgrove, Dobroyd Point, Dulwich Hill, Enmore, Haberfield, Leichhardt, Lewisham, Lilyfield, Marrickville, Petersham, Rozelle, Stanmore, St Peters, Summer Hill, Sydenham, Tempe and parts of Ashbury, Camperdown, Croydon, Croydon Park, Hurlstone Park and Newtown.

As a hub of independent arts and strong artistic communities, Inner West is an incubator for new ideas, innovation and emerging technologies.

Our place and people Inner West Council LGA is located on the western edge of the CBD and framed by the Parramatta and Cooks rivers. It’s a place of culturally diverse, progressive inner city communities and neighbourhoods. People value and respect each other’s languages, abilities, sexual orientations, traditions and lifestyles.

recreation. Busy urban centres and main streets are lively, accessible, and offer a range of quality shopping and places to gather. The street life connects the community and welcomes Sydneysiders and visitors who come to experience Inner West’s uniqueness. The night-time economy is thriving.

Bound by a strong sense of social justice, everyone is

As a hub of independent arts and strong artistic

welcome and can participate in local life. There is a

communities, Inner West is an incubator for new ideas,

strong sense of belonging.

innovation and emerging technologies.

The Inner West neighbourhoods have unique character

It is a magnet for artists, writers, musicians, designers,

and heritage, reflecting the waves of migrants that

film makers and knowledge workers seeking an

helped shape the neighbourhoods they called home.

inspiring atmosphere and space to live, work, visit and play in.

The density of housing and population gives Inner West its distinct vibrancy. Liveability is high, and it’s easy to

Existing bushland is home to native plants and

get to and around through multiple options of active

species, including three threatened species – the

and public transport.

Powerful Owl, Grey-headed Flying-fox and Eastern Bentwing-bat; one endangered population – the

Parks and open spaces provide relief from the urban

Long-nosed Bandicoot; and the endangered Coastal

environment and are ideal for active and quiet

Saltmarsh community.

Customer Experience Strategy

Inner West community profile

26% 38

Median age of residents

2,162 (1.2%)

Population density

Aboriginal and Torres Strait Islander population (133 up from 2016)

5,222

Persons per km2

Language other than English spoken at home

Rent vs own

52%

Home ownership

2.68

42.6%

people

33%

Born overseas

Average household size

Rental

29%

Lone households

3.3%

Social housing

188,772 Total population (2021)

Forecast population in 2041: 247,881

2.24%

Same sex couples (compared to Greater Sydney 0.56%)

8.8%

Creative and performing arts industry workers (compared to Greater Sydney 6%)

Disability

Volunteers

Inner West has over

17.7% 14.8%

compared to 11.6% in Greater Sydney

20,000

local businesses providing over

48.2%

of the Australian population have disability

76,000 local jobs

Tertiary educated

(Source: 2018 ABS Survey of Disability, Ageing and Carers.)

Employment location: 22% Work and live in the Inner West

75% Work outside the Inner West (41.1% in City of Sydney) 3% No fixed place of work

Age groups: 19.3%

17.1%

24.2% 12.7%

7.8% Under 18

18-24

25-34

Top languages other than English spoken: Mandarin Greek Italian Vietnamese Cantonese Spanish Arabic Nepali Portuguese Filipino/Tagalog

35-49

50-59

9.1%

7.9

60-69

70-84

85+

Top industries 3.3% 2.7% 2.2% 2% 1.9% 1.5% 1.2% 1.1% 1.1% 0.8%

15.8%

Professional, scientific and technical services

12.5%

Health care and social assistance

10.6%

Education and training

8.1%

Finance and insurance services

6.9%

Retail trade

Customer Experience Strategy

How our community connects with Council Indicator FY22-23

Customer Service

Aquatic Centres 1,812,917

113,854

Total visits

Calls answered by Contact Centres

4.3

Customer Service satisfaction – Voice of Customer (out of 5)

86,707

Customer transactions that are online

6,380,382

Inner West Council website page views

4,358

Feedback resolved

Customer service stalls

Library 1,062,143 Total visits

Engagement 60,605

YourSay Inner West Visits

Total engagement programs

Local Matters Forums

Customer Experience Strategy

We aim to resolve 80% of your requests within 10 business days based on the urgency and severity of your request, with the exception of work requiring construction, access to information and other matters bound by regulated timeframes.

Service Charter Our Service Promise In all our dealings with you we will:

• Welcome you by providing a positive experience where you feel respected • Support you by addressing your individual needs and answering your questions using a solution-focused approach • Be empathetic, flexible, responsive and seek your feedback so you are understood • Connect you to the relevant services

In line with our Purpose, we are committed to be of service to our community and make the Inner West a great place to be.

• Be transparent so you are certain about the course of action to be taken • Refer your request to external agencies when required • Provide you options along with accurate and relevant information • Value and maintain your privacy and the confidentiality of your information • Escalate your request when required so it gets the appropriate attention • Not close your request until it is addressed. • Keep you updated on the progress of your request

Service Standards Regardless of which channel you choose, we will: • Acknowledge receipt and provide a timeframe for response

If you telephone us, we aim to: • Answer your call within 60 seconds at our Call Centre • Return your call within 24 hours.

• Offer to organise a face-to-face meeting or call

If you visit us in person, we aim to:

you if required in addition to

• Attend to you within 3 minutes of

sending you an email • Provide a reference number for your request through your

your arrival. If you use our online portal -

We aim to resolve 80% of your requests within 10 business days based on the urgency and severity of your request, with the exception of: • Work requiring construction,

access to information and other matters bound by regulated timeframes.

preferred channel - email or SMS

Get it done online, we aim to:

• Direct your enquiry to the relevant

• Make it available, anytime,

For the times we don’t get it right,

anywhere on any device.

we have a Complaints Handling

Council area • Give urgent requests immediate attention.

Policy which can be found on our website.

Customer Experience Strategy

Developing the future customer experience

974 Online

Survey respondents

From April to June 2023, we listened to feedback and ideas from more than 1,400 residents and 1,100 staff about Council’s customer experience and how we can improve.

<1,200

participants staff engagement sessions

52 participants

attended in-person workshops

Shaping the Customer Experience Strategy 60 community

members Intercept Surveys

400 respondents gave phone interviews

9 represented

Local Demography Group workshop

10 participants

attended in-person focus group

Customer Experience Strategy

Your priorities Discussions with staff and the community have shaped the development of the Customer Experience Strategy. The majority of community participants reported they were satisfied overall with their customer experience with council and highlighted areas for improvement across our key touch points.

Three priority areas emerged through the consultations which directly framed the customer experience strategy:

What we should prioritise:

• Improve first contact resolution

• Ensure the way Council

• Identify the top issues that

Build an organisational culture of service excellence

• Respond to requests more quickly regardless of the channel • Get back to customers to let them know how their inquiry is progressing • Ensure staff are trained and supported in delivering a good customer experience.

Enable quick and easy access to information and services

communicates with the community is clear and easy to understand • Integrate ‘Snap,Send,Solve’ into Council’s request management system • Consolidate all Council digital platforms into a single online portal with one log-in • Provide a Council app for smartphones • Provide tools to further enable residents to personally raise and track requests • Improve the website so it is easy to find the correct information.

Focus on continuous improvement and adapting to future needs

generate complaints and fix them • Benchmark and measure performance across all touchpoints against key indicators • Ensure Council keeps pace with new technologies as the demand is growing rapidly.

65%

of residents would prefer to interact with Council online in future

1 in 4

residents asked us to prioritise easy to understand communication in all our channels

50%

of residents interviewed had their request resolved on first contact

Customer Experience Strategy

With your valuable feedback, the Inner West Council Customer Experience Strategy strengthens community engagement, boosts operational efficiency, increases our transparency and accountability, and promotes a culture of service excellence.

About the Customer Experience Strategy Our Purpose: To be of service to the community and make Inner West a great place to be The Inner West Council Customer Experience Strategy

With your valuable feedback, the Customer Experience

is designed to enable us to provide great experiences

Strategy strengthens community engagement, boosts

across all areas of the organisation. Our goal is to go

operational efficiency, increases our transparency

above and beyond to help meet our community’s needs

and accountability, and promotes a culture of service

and provide the best solutions available.

excellence.

This means offering more than great customer service.

To build and deliver service excellence, we have

Council wants to ensure we are meeting our community’s

established four strategic priorities that encompass

needs and expectations throughout your interactions

Council’s future customer experience. Within each priority,

with us. We want to effectively adapt to our customers’

the actions and timelines will keep us on track and

changing needs and capitalise on opportunities.

accountable. Our community and staff play a key role in the delivery of the strategy at every step.

To develop the strategy we turned to our community and our staff to understand what we are doing well and where we can improve.

Inner West Council is an Australian Business Excellence organisation. We follow the Australian Business Excellence Framework, which is a system used by government and non-government organisations across the country to reach and sustain high levels of performance. Key elements of the framework include the principles to build service excellence and a clear focus on understanding what customers value now and into the future through leadership, people, strategy and planning, continuous improvement, data, process improvement and sustainable performance. To learn more about Business Excellence Australia and the framework visit: businessexcellenceaustralia.org.au

Customer Experience Strategy

Key pathways to delivering a great customer experience We are committed to delivering a better experience for every customer, every time. Promoting collaboration and harnessing new and emerging technologies to support our delivery for customers will underpin our efforts across the organisation.

Reflecting community and staff feedback and benchmarked on better practices including the Australian Business Excellence Framework, the Customer Experience Strategy sets out four strategic priorities:

Supporting our staff to excel Providing a great customer experience starts with equipping our staff with the systems, tools,

support and training they need to succeed. This strategic priority provides the foundation for council to meet its customer experience goals.

Council anywhere, anytime

Delivering for our community hinges on understanding and meeting your needs. Council

knows that our community like to engage in a range of different ways and at different times of the day. Opportunities to improve our existing online services and introduce new technologies that optimise all of our channels are included in this strategic priority.

Embedding access and inclusion

The diversity of the Inner West community is one of our greatest strengths. A key responsibility

for Council is ensuring members of all capabilities have access to a good customer experience. Ensuring Council can realise this goal is supported through this strategic priority.

Monitor, improve, measure, repeat

Building a good customer experience is not a one-off project. It requires ongoing monitoring

and improvement to keep pace with our community’s changing needs and expectations as well as the environment we operate in. Continuous improvement is embedded across all of Council’s customer touchpoints to ensure we constantly learn and grow.

33 7 "I think it's important for our council to make it easy for residents to interact with them. Not everyone is comfortable coming in person, and some people may not have the time or ability to call. That's why I think it's important for council to offer multiple ways to get in touch. That way, everyone can get the help they need, no matter how or when they prefer to interact." Ally, Resident, Marrickville

“I am so passionate about access and inclusion in the Inner West. Council needs to make sure that everyone, regardless of their background or circumstance feel welcome, valued and heard.” Nic, Artist and Business Owner, Enmore

"I want to see that Council is always striving to make the Inner West the best place to live. I think councils need to be open to change and look for opportunities to learn. The people who live and work here deserve to play a key role in that process." Liam, Resident, Stanmore

Customer Experience Strategy

Strategic priorities for customer experience

Our Purpose: To be of service to the community and make Inner West a great place to be

1 2

Council anywhere, anytime

Supporting our staff to excel Foster a culture of service excellence Delegate to our staff Be accountable to our community

Build 24/7 access to Council information and services Seamless and

personalised services

Embedding access and inclusion Ensure communication and information is always clear and accessible Deliver a quality service

Monitor, improve, measure, repeat

Put community at the centre of driving quality customer experience Apply a constant focus on improving our customer experience

for everyone in our diverse community

All supported by digital innovation

Customer Experience Strategy

Strategic priority 1

Supporting our staff to excel

37 Council will foster a culture of service excellence characterised by responsiveness and resilience. Our staff will be delegated the trust and responsibility to deliver outstanding service to our community. Processes and systems will be improved to support all council teams in their service delivery and we will ensure accountability to our community for the standard of service we provide. Goals

Actions

Delivery

Strategic Mission: Foster a culture of service excellence 1.1 Council’s Purpose, Service Promise 1.1.1 Develop and implement an ongoing internal education

FY24/25 – Ongoing

and Customer Experience Strategy

campaign to promote understanding and application of

are embedded in all organisational

Council’s Purpose, Service Promise and Customer Experience

strategies, plans and activities.

Strategy across all service units.

1.2 Staff prioritise excellence in

1.2.1 Develop clear and measurable standards for all service units. FY23/24 – FY24/25

customer service with a focus on resolving inquiries on first contact.

1.2.2 Hire staff to deliver first contact resolution as needed

FY23/24 – Ongoing

1.2.3 Conduct staff workshops to embed first contact resolution

FY23/24 – Ongoing

1.2.4 Deliver annual service performance reporting on the

FY23/24 – Ongoing

and service standards. standards.

Strategic Mission: Delegate to our staff 1.3 Council staff are invested

1.3.1 Establish a suite of accredited mandatory customer service

experience and have the required

to undertake annually.

skills and knowledge to excel.

1.3.2 Establish an internal customer service community of

in delivering good customer

FY24/25 – Ongoing

training and development programs which staff will be required FY24/25 – Ongoing

practice to enable staff to connect and share knowledge in delivering service excellence. 1.4 Each new staff member joining

1.4.1 Improve staff onboarding and induction program to be

FY23/24 – FY24/25

a strong understanding of the Inner

1.4.2 Build service excellence experience and requirements into

FY24/25

Council is service-focused and has West area and community.

service and community focused.

staff recruitment selection criteria and position descriptions across the organisation.

1.4.3 Design and incorporate local tours and relevant experiential FY23/24 – Ongoing training in the staff induction program.

Strategic Mission: Be accountable to our community 1.5 Council staff own and resolve

1.5.1 Improve the service request process to keep residents

FY23/24 – FY24/25

customers about progress towards

1.5.2 Improve the complaints management process across the

FY23/24 – FY24/25

1.5.3 Provide improved online reporting on Council projects.

FY24/25 – Ongoing

1.5.4 Develop clear and robust standards and practices for

FY23/24

1.5.5 Support the resolution of complex requests through

FY23/24

requests and are proactive with resolution.

informed if there is a delay organisation.

capturing, managing and reporting on requests. developing a case management process.

Customer Experience Strategy

Strategic priority 2

Council anywhere, anytime

Council will invest in our online services to make sure our community can get the information they need in a way and at the time they choose. We will keep pace with digital innovation to ensure our community benefits from the latest technologies in service to customers. At all times we will strive to deliver a personalised, consistent and connected service across each of our information channels: online, mobile apps, face-to-face and over the phone.

Goals

Actions

Delivery

Strategic Mission : Build 24/7 access to Council information and services 2.1 The community can access

2.1.1 Improve Council’s website to ensure it reflects better

track progress anywhere and

expectations and needs.

anytime quickly and easily

2.1.2 Conduct customer service stalls weekly on Saturdays.

information, make inquiries and

FY23/24 – Ongoing

practice in customer centred design and meets community FY23/24 – FY24/25

2.1.3 Establish and conduct mobile Customer Service during and FY23/24 – FY24/25 after hours.

2.1.4 Simplified service request categories.

FY23/24 – FY24/25

2.1.5 Improve and expand Council’s digital self-service tools.

FY24/25 – Ongoing

2.1.6 Redesign the customer service portal to easily capture

FY23/24 – Ongoing

2.1.7 Deliver a Council service mobile app.

FY25/26

2.2 Council keeps pace with

2.2.1 Develop and implement a Digital Transformation plan of

FY23/24 – Ongoing

across digital platforms.

2.2.2 Continuously optimise Council’s existing digital capabilities FY24/25 – Ongoing

requests and track progress.

innovation in service delivery

works to harnesses new and emerging technologies.

including new ways to provide intelligent service solutions. 2.2.3 Integrate ‘Snap, Send, Solve’ into Council’s customer

FY23/24 – FY24/25

2.3.1 Establish a social media customer service presence to

FY23/34 - Ongoing

2.3.2 Join local resident groups on social media and actively

FY23/34 - Ongoing

service portal. 2.3 Council actively engages the community via social media

respond to resident requests participate in discussions

Strategic Mission: Seamless and personalised experience 2.4 The community receives a

2.4.1 Procure, develop and implement a Digital Experience

FY23/24 – FY25/26

connected customer experience

2.4.2 Increase the number of registered users on the customer

FY23/24 – Ongoing

2.4.3 Establish systems to provide a personalised online

FY25/26 – Ongoing

personalised, consistent and

across all Council touchpoints.

Platform to enhance our customer’s online experience. service portal.

experience by leveraging available customer data and insights to tailor services to individual preferences.

Customer Experience Strategy

Strategic priority 3

Embedding access and inclusion

We will work to ensure that accessing Council’s information and services is straightforward. We will communicate in a way that is empathetic, easy to understand and avoids using overly technical and bureaucratic language. Our communication and information channels will be continuously improved to build in innovation that promotes the best possible access for every member of our community.

Goals

Actions

Delivery

Strategic Mission: Ensure communication and information is always clear and accessible 3.1 All communication with our

community is easy to understand.

3.1.1 Provide and maintain current and relevant information on

FY23/24 – Ongoing

3.1.2 Improve the quality of Council’s correspondence.

FY23/24 – Ongoing

3.1.3 Implement a staff training and development program

FY23/24 – Ongoing

all communication channels.

in the use of plain English in all written, digital and verbal communication.

3.1.4 Implement integrated translation software to dynamically

FY26/27

3.2 Council’s information channels

3.2.1 Implement relevant actions from Inner West Council’s

FY23/24 – Ongoing

accessibility and inclusion.

communication channels.

display digital information in different languages.

are optimised continuously for

Disability Inclusion Action Plan across all information and

3.2.2 Establish a monitoring regime for Council’s online channels FY24/25 – Ongoing for accessibility and inclusion, including an annual audit. 3.2.3 Adopt external communication better practices in

FY24/25 – Ongoing

accessibility and inclusion to harness emerging innovations.

Strategic Mission: Deliver a quality service for everyone in our diverse community 3.3 Residents of all capabilities,

3.3.1 Implement easy access to information and services

access, receive a quality service

or support.

from Council.

3.3.2 Develop a baseline of staff capabilities in accessibility and

including those without digital

FY25/26 – Ongoing

in all Council service spaces and address gaps in facilities

inclusion communications and provide training where needed.

FY25/26 – Ongoing

Customer Experience Strategy

Strategic priority 4

Monitor, improve, measure, repeat

Council will apply a continuous focus on improving our customer experience. We will work with our staff to set goals and benchmark our progress. Delivering a great customer experience hinges on guidance from our community. Council will return to our community regularly and across a range of different forums to understand how we are tracking and for advice on how we can improve.

Goals

Actions

Delivery

Strategic Mission: Put the community at the centre of a quality customer experience 4.1 Real-time insights into customer

4.1.1 Embed industry standard customer experience

approaches.

interaction.

4.2 Council and the community

4.2.1 Develop and display monthly customer

FY23/24 – Ongoing

organisation’s progress on

4.2.2 Hold monthly Customer Service Review Sub-

FY23/24

4.3 The community have a strong

4.3.1 Establish a customer experience Local

FY23/24 – Ongoing

experience directions.

4.3.2 Implement innovative ways for the community

FY26/27 – Ongoing

experiences inform Council’s

have a clear view of the

improving customer experience.

voice in Council’s future customer

FY23/24 – Ongoing

metrics across all channels after each customer

experience performance to the community. Committee meetings.

Democracy Group.

to provide and vote on improvement ideas and establish a delivery process.

Strategic Mission: Apply a continuous focus on improving our customer experience 4.4 Our greatest service challenges

4.4.1 Continuously monitor existing and emerging

resolved.

dissatisfaction and take action to address the

are identified, examined and

FY23/24 – Ongoing

services that generate the greatest levels of key issues. 4.4.2 Conduct service reviews to resolve the

FY23/24 – Ongoing

4.4.3 Improve Council’s application processes.

FY23/24 – Ongoing

4.5 Council seeks to understand

4.5.1 Establish a program of work to deliver the

FY26/27 – Ongoing

diverse needs.

improve their experience.

4.6 Council has the skills,

4.6.1 Benchmark better practices internally and

continuously improve its processes

improvement in service delivery and customer

and pivot quickly to address

experience.

greatest service challenges.

the community’s evolving and

knowledge and commitment to

emerging challenges.

community’s evolving and diverse needs to

externally and establish a cycle of continuous

FY24/25 – Ongoing

Customer Experience Strategy

Alternative formats This document contains important information about the annual performance of Inner West Council. If you would like information supplied in another language or format, please contact us Monday to Friday, 9am-4pm via these free community services.

Free interpreter via TIS National: 13 14 50 Voice Relay: 1300 555 727 TTY: 133 677

SMS Relay: 0423 677 767

Community Languages Talk free with an interpreter call 131 450 Chinese Simplified Traditional Chinese Greek

Μιλάμε τη γλώσσα σας. Για να μιλήσετε δωρεάν σε διερμηνέα καλέστε το 131 450. Ζητήστε τους να καλέσουν το Δήμο Inner West Council στο 02 9392 5000.

Italian

Parliamo la vostra lingua. Per parlare gratuitamente con un interprete chiamate il numero 131 450. Chiedetegli di chiamare il Comune di Inner West al numero 02 9392 5000.

Vietnamese

Chúng tôi nói ngôn ngữ của quý vị. Muốn nói chuyện có thông dịch viên miễn phí, hãy gọi số 131 450. Yêu cầu họ gọi cho Hội đồng Thành phố Inner West qua số 02 9392 5000.

Phone: 02 9392 5000 | Email: council@innerwest.nsw.gov.au Facebook: /innerwestcouncil | Twitter: /IWCouncil | Instagram: @innerwestcouncil

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Customer Experience Strategy

For more information about the Customer Experience Strategy, visit https://yoursay.innerwest.nsw.gov.au/ces