ATTACHMENTS: 1. CUSTOMER EXPERIENCE PROGRAM CHART
|
|
- Roy Oswald Harrison
- 8 years ago
- Views:
Transcription
1 INFORMATION REPORT REPORT TITLE: ITEM NUMBER: 1176 DATE OF MEETING: 14 JULY 2014 AUTHOR: JOB TITLE: RESPONSIBLE OFFICER: JOB TITLE: COMMUNITY GOAL: CUSTOMER EXPERIENCE PROGRAM ANNABEL SHINKFIELD MANAGER MARKETING, COMMUNICATIONS AND CUSTOMER SERVICE STEPHEN FAULKNER GENERAL MANAGER PEOPLE AND GOVERNANCE O5.2 A CUSTOMER-CENTRIC APPROACH ATTACHMENTS: 1. CUSTOMER EXPERIENCE PROGRAM CHART PURPOSE The purpose of this report is to provide Elected Members with the definition and strategic direction of the Customer Experience Program and outline the Three Key Pillars that will improve customer service delivery at the City of Unley. RECOMMENDATION MOVED: SECONDED: That: 1. The report be received. (This is page 3 of the Council Agenda Reports for 14 July 2014)
2 BACKGROUND The Customer Experience Program Exceptional customer service can provide a clear point of difference between organisations within and across industry sectors and enhances an organisation s reputation and strengthens its brand. It demonstrates an ability to get things done, providing a proactive approach to service and customer interaction that makes an organisation easy to do business with. It instils an approach that strives to exceed customer expectations. The City of Unley currently has no formally documented or strategic approach to customer service. The Customer Experience Program (Program) will deliver the framework, standards and reporting to ensure that the City of Unley is a leader in customer service delivery. There are a number of customer service policies and procedures currently in existence within the City of Unley. However, these policies and procedures require review to reflect contemporary customer service practices, provide consistent service level expectations, help to guide internal processes and support a customer centric approach to council activities. On that basis, a clear need for a strategic framework has emerged that will enable the City of Unley and its staff to apply a clear and consistent approach to both its internal and external customer interactions. Furthermore, this approach will aid the gathering of data and information that will inform evidence based decision making and support appropriate allocation of resources to improve the current service offering. A strategic framework will ensure that new technologies, along with organisational culture, structure and processes will develop and evolve holistically to enable staff to deliver responsive, effective and innovative service to customers. Goal 5 of the 4 Year Plan is Organisational Excellence which highlights and states activities that support Our path to a robust and sustainable Organisation. As a key component of the broader Organisational Culture Change Program, Goal 5 provides for a customer-centric approach and is underpinned by the following strategies: Establish a responsive and comprehensive customer service culture, and Ensure all processes and systems reflect a customer centric approach. To deliver those strategic imperatives, the Program was initiated in September This report outlines the Three Pillars of the Program and the anticipated timelines that will deliver on the Organisational Excellence strategies and provide a pathway for the City of Unley to be acknowledged as a customer service leader. (This is page 4 of the Council Agenda Reports for 14 July 2014)
3 A key focus over this period has been devoted to the implementation and refinement of the Customer Request System (CRS) including the progressing of on-line request lodgement and automated reporting. Council will be familiar with the results from the CRS which have been reported in Council s Quarterly Corporate Performance report. Allocation has been made within the Annual Business Plan and Budget for staff and financial resources to support the development and delivery of the Program. DISCUSSION The Program contains Three Pillars that are required for the success of the City of Unley s strategic service objectives. These pillars are: A Customer Request System A Customer Service Framework New Systems and Process Integration. The diagram below provides a graphical representation of the integration of the Pillars. A more detailed chart of the Program is attached for Member s information. Attachment 1 Customer Experience Program Customer Request System Customer Service Framework New Systems and Process Integration Manage and monitor customer interactions. Vision, Charter and Strategy to drive accountability and organisation culture change. Customer Service orientation is strategically and operationally embedded across the organisation. Customer Experience Program Pillars (This is page 5 of the Council Agenda Reports for 14 July 2014)
4 The Three Program Pillars Part A: Customer Request System The Customer Request System (CRS) was implemented in June 2013 to enhance customer service across the Council through the automated creation, monitoring, measurement and tracking of service and telephone requests lodged by City of Unley customers. The CRS is enabling Administration to monitor the numbers of requests received in any given period, understand the nature of requests, allocate resources in an informed fashion and assess its service performance through the closure or otherwise of requests. Furthermore, the CRS supports business objectives and will enable Administration to monitor trends and improve its business processes including service levels and associated workflows, and has the capability to integrate with current and future business systems. Implementation of the CRS to date encompasses the majority of organisational interactions and transactions undertaken with our customers and was incorporated across the organisation s major service areas including the Customer Service Centre, Assets and Infrastructure, and Parking and Rangers. Although a wider roll-out to other areas of the organisation has not yet been scoped, further work is required including the establishment of: Automated organisational reporting scheduled for July 2014 Defined service standards (anticipated first half ), and Development of the web interface for lodging customer requests aligned with service level standards, expected in the 3 rd quarter of Members have received customer service reports and performance data since November 2013 through the Quarterly Corporate Performance Report. Currently Administration is gathering and assessing baseline data that will help inform future decision making for the organisation. Members will be aware that current reporting is manual and extremely resource intensive, however, Administration is currently working with our supplier to automate all CRS reporting processes with anticipated completion in July Automation will significantly improve reporting efficiencies and productivity within the Administration. Part B: Customer Service Framework The Customer Service Framework (Framework) is an integral part of the program and goes to the heart of the organisation s public commitment to its customers. The Framework comprises two components, the Customer Service Charter and the Customer Experience Principles, Strategy and Plan. (This is page 6 of the Council Agenda Reports for 14 July 2014)
5 1. Customer Service Charter The Customer Service Charter (Charter) will be a public document which covers our service commitment and provides the framework for what our customers can expect from us. Currently in draft form, the Charter will be provided to Elected Members for input prior to a public release during the financial year. The Charter encompasses service delivery standards which will be agreed by all staff and will provide direction regarding organisational expectations. The Charter also provides a strong platform to initiate the development of the Customer Experience Principles, Strategy and Plan. 2. Customer Experience Principles, Strategy and Plan The Customer Experience Principles, Strategy and Plan will contain the principles and strategies which will provide tools and direction to support a whole-of-organisation customer-centric approach. The Strategy will comprise: A program to assist a whole-of-organisation participation with the Strategy and integrated with the existing Organisation Cultural program The establishment and refinement of systems and processes to support customer service delivery. The Plan will comprise elements including: Customer touchpoints (ie points at which customers interact with Council) A review of processes and external communications (eg dog registration, development and expiation notifications) The development and delivery of a training program to all staff Satisfaction measurement, and Customer service reporting. 3. Stakeholder Engagement Engagement with stakeholders will be an essential element to the development of the Framework and will ensure the expectations of customers and Council are considered, and capture service enhancement opportunities for: External and internal customers Elected Members Other stakeholders, including governments, visitors etc. (This is page 7 of the Council Agenda Reports for 14 July 2014)
6 Part C: New Systems and Process Integration This pillar is fundamental to, and underpins, the integration of the Customer Experience Program. It encompasses the fashion in which systems and processes align with our desired strategic objective, and working through this pillar will highlight gaps and barriers that impede service delivery. Deliverables that are integral to this pillar are: Policies and processes that are established across Council Technology that supports and underpins customer service outcomes The integration of technology to support processes and new systems. Work in this area will be on-going for the medium to longer term and has interdependencies with other key projects, including the web-site review and facilities booking system, both of which are scheduled for completion in June Furthermore, other areas of focus include Customer Service Centre systems that will provide staff with tools to better deal with enquiries, alignment with the Records Management System and future proofing customer service systems to support advancement and scalability of technologies. These are longer term activities and are an integral part of the Information Technology strategy which is currently under review, and are likely to be part of a two to four year implementation horizon. An imperative to the success of the Program is ensuring all customer service systems and processes continue to be aligned throughout the entire organisation. This will ensure effectiveness and efficiency in service delivery and provide a platform for organisation-wide service innovation. Current measurement tools: The City of Unley currently has a number of measurement structures in place to assist in measuring and tracking service delivery. CRS reporting focuses on completion of customer requests and is manually derived Call Centre statistics automated reports focused on call centre telephone performance, measured against organisational KPI s Web based, online lodgement of complaints, compliments and suggestions Customer Service Benchmarking Australia (CSBA) The SA Customer Service Benchmarking Initiative was undertaken by CSBA in partnership with six SA Councils in The survey involves an annual customer service survey of customers who have transacted with Council and provides feedback regarding the perceived performance of the City of Unley s interaction with its customers. (This is page 8 of the Council Agenda Reports for 14 July 2014)
7 Timelines for Implementation Customer Service Framework It is anticipated that the Customer Service Charter will be implemented by the end of the financial year, and will involve: Input from Elected Members and staff Development of a formatted document to be placed on our website, and Adoption of the document by all teams. The first phase of the Framework has begun with research into sector and nonsector service approaches. Systems and structures will be an on-going program, and is running concurrently with the other pillars of the Program. Benefits to Customers Implementation of the Three Pillars forming the Customer Experience Program will provide the following future benefits to customers: A publicly stated approach and commitment to customer service, including what customers can expect from the City of Unley A proactive approach to customer requests Improved knowledge management to move toward a first point of resolution outcome Improved efficiency in relation to service delivery, and Positions the City of Unley as easy to do business with, including online booking systems and consistency of customer experience. Finance and Policy Implications Finance There was no allocation of resource or budget to the Program at its inception, however an allocation of $77k has been provided in the Annual Business Plan and Budget and will accommodate staff and other requirements such as reporting and interface activity. While yet to be determined, future budget allocation will be required for the progression and implementation of the Program. Policy As previously stated, there are a number of Customer Service policies that require review as part of the Program. Review and consolidation of the policies will provide a single point of reference for staff regarding service expectations and service levels, leading to a consistent customer experience. (This is page 9 of the Council Agenda Reports for 14 July 2014)
8 CONCLUSION A customer-centric approach is a key element of the City of Unley s Organisational Excellence objectives within the 4 Year Plan. The strategic direction by Council to the Customer Experience Program will support and underpin this approach and ensure that new technologies, organisational culture, structure and processes will develop and evolve holistically to enable staff to deliver responsive, effective and innovative service to the City of Unley customers. (This is page 10 of the Council Agenda Reports for 14 July 2014)
Research and information management strategy 2015-18. Using research and managing information to ensure delivery of the Commission s objectives
Research and information management strategy 2015-18 Using research and managing information to ensure delivery of the Commission s objectives 1 1. Introduction This strategy sets out a range of research
More informationAGENDA ITEM 5 AYRSHIRE SHARED SERVICE JOINT COMMITTEE 1 MAY 2015 AYRSHIRE ROADS ALLIANCE CUSTOMER SERVICE STRATEGY
AYRSHIRE SHARED SERVICE JOINT COMMITTEE 1 MAY 2015 AYRSHIRE ROADS ALLIANCE CUSTOMER SERVICE STRATEGY Report by the Head of Roads Ayrshire Roads Alliance PURPOSE OF REPORT 1. The purpose of this report
More informationThe PMO as a Project Management Integrator, Innovator and Interventionist
Article by Peter Mihailidis, Rad Miletich and Adel Khreich: Peter Mihailidis is an Associate Director with bluevisions, a project and program management consultancy based in Milsons Point in Sydney. Peter
More informationContract Performance Framework
Contract Performance Framework Version 4 September, 2014 1 Provincial CCAC Client Service Contract Performance Framework Introduction: Home care plays a critical role in achieving successful and sustainable
More informationConsumer Engagement Strategy
Consumer Engagement Strategy ActewAGL Distribution Stage 1 Version number FINAL 27 May 2014 ActewAGL Distribution 1 Table of Contents 1. Introduction... 3 2. Background... 4 3. Objectives... 5 4. Our Strategy
More informationAppendix D Programme Stream 6 CRM Procurement. Programme Stream 6 Remodelling of Customer Services Programme CRM Procurement
Programme Stream 6 Remodelling of Customer Services Programme CRM Procurement Recommendations That the Executive note CRM procurement will be put out to tender in 2010/11 and note the proposed phasing
More informationGuideline. Records Management Strategy. Public Record Office Victoria PROS 10/10 Strategic Management. Version Number: 1.0. Issue Date: 19/07/2010
Public Record Office Victoria PROS 10/10 Strategic Management Guideline 5 Records Management Strategy Version Number: 1.0 Issue Date: 19/07/2010 Expiry Date: 19/07/2015 State of Victoria 2010 Version 1.0
More informationProcurement Solutions. Business Plan 2013 18
Procurement Solutions Business Plan 2013 18 CONTENTS Vision 1 We will 1 Procurement Solutions Business Values 2 Probity 2 Innovation 2 Transparency 2 Flexibility 2 Equity 2 Professionalism 2 Our Strategic
More informationPEOPLE AND ORGANISATION DEVELOPMENT STRATEGIC FRAMEWORK FOR LOCAL GOVERNMENT IN NORTHERN IRELAND
PEOPLE AND ORGANISATION DEVELOPMENT STRATEGIC FRAMEWORK FOR LOCAL GOVERNMENT IN NORTHERN IRELAND DRAFT JULY 2011 PEOPLE AND ORGANISATION DEVELOPMENT STRATEGIC FRAMEWORK FOR LOCAL GOVERNMENT IN NORTHERN
More informationStandard Complaints and Dispute Resolution Procedure
Standard Complaints and Dispute Resolution Procedure Introduction QEnergy has a customer focussed approach to its business and is committed to effective and efficient resolution of customer complaints
More informationCHAPTER 10 PERFORMANCE MANAGEMENT SYSTEM
INTRODUCTION One of the hallmarks of a transforming and accountable city that is committed to improving quality of life for its citizens, is the successful application of its performance management system.
More informationMiddlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager
Middlesbrough Manager Competency Framework + = Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework Background Middlesbrough Council is going through significant
More informationCorporate Performance Management
Corporate Performance Management Review of Performance Packs Proposed Corporate Performance Framework Author: David O Brien Date: 18 August 2014 1 Copyright 2014, Health and Social Care Information Centre.
More informationNational Standards for Disability Services. DSS 1504.02.15 Version 0.1. December 2013
National Standards for Disability Services DSS 1504.02.15 Version 0.1. December 2013 National Standards for Disability Services Copyright statement All material is provided under a Creative Commons Attribution-NonCommercial-
More informationINTEGRATED PLANNING AND REPORTING
Government of Western Australia Department of Local Government INTEGRATED PLANNING AND REPORTING Framework and Guidelines Integrated Planning and Reporting Framework and Guidelines p1. Contents Foreword
More informationFunding Awareness: Bi-Annual Report and Development Planning January - June 2015
1. Executive Summary This paper sets out the achievements of the Funding Awareness Team for the period January June 2015. Funding Awareness: Bi-Annual Report and Development Planning January - June 2015
More informationConfident in our Future, Risk Management Policy Statement and Strategy
Confident in our Future, Risk Management Policy Statement and Strategy Risk Management Policy Statement Introduction Risk management aims to maximise opportunities and minimise exposure to ensure the residents
More informationDEPARTMENT OF THE PREMIER AND CABINET
DEPARTMENT OF THE PREMIER AND CABINET POSITION DESCRIPTION: TEAM LEADER, ICT SERVICE DESK (ASO5) ORGANISATIONAL CONTEXT Organisational Role As a leader in the public sector, we have a clear role to support
More informationService Excellence Strategy
Service Excellence Consolidated report and recommendations SERVE Our standards and commitment to being service-focused and responsive. Contents 3 Executive summary 4 A picture of the future Customer service
More informationGuide to the National Safety and Quality Health Service Standards for health service organisation boards
Guide to the National Safety and Quality Health Service Standards for health service organisation boards April 2015 ISBN Print: 978-1-925224-10-8 Electronic: 978-1-925224-11-5 Suggested citation: Australian
More informationHARLOW COUNCIL PERFORMANCE MANAGEMENT FRAMEWORK
HARLOW COUNCIL PERFORMANCE MANAGEMENT FRAMEWORK July 2013 1 P age Contents Page 1.0 Definition 3 2.0 Context 3 3.0 Purpose and aim of the policy 4 4.0 Policy Statement 4 5.0 Framework for Performance Management
More informationTrust Board Meeting: Wednesday 11 March 2015 TB2015.33. Oxford University Hospitals Trust Nursing and Midwifery Strategy 2015-2018
Trust Board Meeting: Wednesday 11 March 2015 Title Oxford University Hospitals Trust Nursing and Midwifery Strategy 2015-2018 Status History This is a new paper Presented to the Trust Management Executive
More informationPROGRESS THROUGH PARTNERSHIP MAKING A DIFFERENCE GUIDANCE PERFORMANCE MANAGEMENT FRAMEWORK AND CONTINUOUS IMPROVEMENT
PROGRESS THROUGH PARTNERSHIP MAKING A DIFFERENCE GUIDANCE PERFORMANCE MANAGEMENT FRAMEWORK AND CONTINUOUS IMPROVEMENT July 2014 Contents Page Introduction 3 What is continuous improvement? 4 Why do we
More informationCITY OF VAUGHAN EXTRACT FROM COUNCIL MEETING MINUTES OF FEBRUARY 17, 2015
EXTRACT FROM COUNCIL MEETING MINUTES OF FEBRUARY 17, 2015 Item 3, Report No. 5, of the Finance, Administration and Audit Committee, which was adopted without amendment by the Council of the City of Vaughan
More informationWorkforce Management Plan 2013-2017
Workforce Management Plan 2013-2017 Adopted on Wednesday 19 June 2013 Contents Message from the General Manager 5 city Plan: Cascade of Plans 6 our Vision, Mission and Community Outcomes 7 Introduction
More informationManaging Customer. Relationships
Managing Customer Relationships A guide to help you identify a range of areas to address in order to get the most from your relationships with your customers Managing customer relationships should be seen
More informationEMR ASM Alliance Executive Group: Terms of Reference
EASTERN METROPOLITAN REGION ASM Alliance Executive Group TERMS OF REFERENCE The EMR ASM Alliance The EMR ASM Alliance has been created to support the implementation of the Active Service Model (ASM) across
More information2016 2019 CITY OF LONDON STRATEGIC MULTI-YEAR BUDGET ADDITIONAL INVESTMENTS BUSINESS CASE #11
2016 2019 CITY OF LONDON STRATEGIC MULTI-YEAR BUDGET ADDITIONAL INVESTMENTS BUSINESS CASE #11 STRATEGIC AREA OF FOCUS: LEADING IN PUBLIC SERVICE SUB-PRIORITY: EXCELLENT SERVICE DELIVERY STRATEGY: DELIVER
More informationNGN Behavioural Competencies
NGN Behavioural Competencies July 2012 Change and Improvement Embraces, drives and advocates change and improvement, demonstrating a commitment to keep people engaged. Sets a culture that values diversity
More informationBE 2015 A BUSINESS EXCELLENCE INITIATIVE EXCELLENCE IN CUSTOMER MANAGEMENT SELF ASSESSMENT QUESTIONNAIRE
BE 2015 A BUSINESS EXCELLENCE INITIATIVE 2015 CUSTOMER MANAGEMENT SELF ASSESSMENT QUESTIONNAIRE BE 2015 Self Assessment Guidelines l l l l l l The Criterion contains questions on the Processes and Results.
More informationSaskatoon North Partnership for Growth (P4G) Draft Communications and Engagement Strategy
Saskatoon North Partnership for Growth (P4G) Draft Communications and Engagement Strategy Introduction This Communications and Engagement Strategy (Strategy) sets the communications and engagement framework
More informationCustomer Experience Presentation Lauriette Modipane
Customer Experience Presentation Lauriette Modipane 30 September 2013 CONTENTS Customer Satisfaction Index (CSI) Objectives, Scope & Approach, CSI Results. Three Tier Approach End State Customer Centric
More informationCustomer centric managed services. Helping businesses thrive through joint strategic partnerships
Customer centric managed services Helping businesses thrive through joint strategic partnerships AN EVOLVING MODEL Managed services are evolving, and with them the model of business relationships that
More informationDRAFT ECONOMIC DEVELOPMENT STRATEGY, RETAIL AND TOURISM ACTION PLANS PUBLIC EXHIBITION
ITEM 2. FILE NO: DRAFT ECONOMIC DEVELOPMENT STRATEGY, RETAIL AND TOURISM ACTION PLANS PUBLIC EXHIBITION S038970 SUMMARY Sydney is Australia s largest and only global city. It is the leading knowledge-based
More informationState of California Department of Transportation. Transportation System Data Business Plan
DRAFT Page i State of California Department of Transportation Transportation System Data Business Plan RFO# TSI DPA-0003 September 29, 2011 DRAFT Page ii Table of Contents Executive Summary... 4 Chapter
More informationBUILDING A HIGH PERFORMING SYSTEM. A business improvement plan for the Department for Education and Child Development
BUILDING A HIGH PERFORMING SYSTEM A business improvement plan for the Department for Education and Child Development BUILDING A HIGH PERFORMING SYSTEM 1 Contents Executive summary 3 Increasing local decision-making
More informationGuide to Developing a Quality Improvement Plan
4 Guide to Developing a Quality Improvement Plan September 2013 Copyright The details of the relevant licence conditions are available on the Creative Commons website (accessible using the links provided)
More informationQuality management/change management: two sides of the same coin?
Purdue University Purdue e-pubs Proceedings of the IATUL Conferences 2004 IATUL Proceedings Quality management/change management: two sides of the same coin? Felicity McGregor University of Wollongong
More informationProgram 7 Customer Focus. Council will be a customer focused organisation that is "Dedicated to Customers: Everyone. Everywhere.
Customer Focus Program Goal Council will be a customer focused organisation that is "Dedicated to Customers: Everyone. Everywhere. Every time" Program Description As an enabling program, Customer Focus
More informationPart 2.13: Change and Baseline Management
PUBLIC IMO_PRO_0039 Market Manual 2: Market Administration Part 2.13: Change and Baseline Management Issue 3.0 Public This document describes the Market Place Change Management and Market Design Baseline
More informationMNLARS Project Audit Checklist
Audit Checklist The following provides a detailed checklist to assist the audit team in reviewing the health of a project. Relevance (at this time) How relevant is this attribute to this project or audit?
More informationCustomer Experience Strategy and Program Progress Report January to December 2015 (D16/9882)
INFORMATION REPORT COUNCIL 26 February 2016 Organisational Services & Excellence Customer Experience Strategy and Program Progress Report January to December 2015 (D16/9882) Background In July 2014, Council
More informationGETTING IT RIGHT FOR CONSUMERS
GETTING IT RIGHT FOR CONSUMERS SECTION 1: OPENING Getting it right for consumers is something we all probably subscribe to but what does it mean for a Central Bank, particularly one with a statutory responsibility
More informationThe Benefits of PLM-based CAPA Software
For manufacturers in industries that produce some of the world s most complex products, effective quality management continues to be a competitive advantage. Whether in automotive, aerospace and defense,
More informationH:\Public Documents\Workforce Management Plan\2011-2015\Workforce Management Plan 2011-2015 - current version.doc 1 of 32
H:\Public Documents\Workforce Management Plan\2011-2015\Workforce Management Plan 2011-2015 - current version.doc 1 of 32 Table of Contents Executive Summary... 3 Corporate planning at Woollahra... 4 Analysis
More informationQuality management/change management: two sides of the same coin?
University of Wollongong Research Online Deputy Vice-Chancellor (Education) - Papers Deputy Vice-Chancellor (Education) 2004 Quality management/change management: two sides of the same coin? Felicity McGregor
More informationPerformance Detailed Report. Date. Last saved: 12/10/2007 13:18:00. Property asset management. Bristol City Council. Audit 2006/07
Performance Detailed Report Date Last saved: 12/10/2007 13:18:00 Property asset management Audit 2006/07 - Audit Commission descriptor to be inserted by Publishing- Document Control Author Filename Bob
More informationDRAFT Revised Guide to the National CDEM Plan 2015 July 2015
19. Planning Summary Planning involves the proactive coordination of CDEM Group and agency activities in the medium to long term, with the intention of achieving a unified effort that works towards a common
More informationCorporate Plan 2015-19
Corporate Plan 2015-19 i ii Serving the Australian Parliament The DPS Corporate Plan 2015-2019 This corporate plan lays out the strategic direction for the Department of Parliamentary Services for the
More informationService Level Management
Process Guide Service Level Management Company ABC Service Improvement Program (SIP) Process Guide Service Level Management Table of Contents Document Information... 3 Approval... 4 Section 1: Process
More informationContract Management The Mavericks Won t Like This!
Contract Management The Mavericks Won t Like This! Keith Wallis How Much Did That Project Cost? Real Life Example Original contract amount $500K Variations scope changes not visible Total variations =
More informationTitle. The Customer Experience Imperative
Delivering Positive Student Experiences Daniel Harrison Director, Higher Education - Australia Title 2007 RightNow Technologies, Inc. The Customer Experience Imperative 99% are likely to recommend your
More informationForeword. Neil Scales Director-General Department of Transport and Main Roads
Disability Action Plan Improving Access to 2017 Foreword The Department of Transport and Main Roads is committed to providing a world class transport system for use by all Queenslanders. With approximately
More informationBenefits of conducting a Project Management Maturity Assessment with PM Academy:
PROJECT MANAGEMENT MATURITY ASSESSMENT At PM Academy we believe that assessing the maturity of your project is the first step in improving the infrastructure surrounding project management in your organisation.
More information1. INTRODUCTION 2. ENVIRONMENTAL SCAN SQUAMISH CHAMBER OF COMMERCE 2014 STRATEGY WORKSHOP BUILDING THE STRATEGIC PLAN 2013-2018
BUILDING THE STRATEGIC PLAN 2013-2018 1. INTRODUCTION The Squamish Chamber of Commerce conducted a strategy workshop in May 2013. A comprehensive environmental scan was conducted and priority strengths,
More informationManage our corporate governance practices effectively and efficiently ensuring Country Care service and supports are person centred
Introduction Country Care s Customer Service Charter represents our vision and values and sets out what our service users can expect from Country Care when they select us to provide their service. Country
More informationEstablishment of the Entrepreneurs Infrastructure Programme
Fall 08 Establishment of the Entrepreneurs Infrastructure Programme Discussion Paper www.industry.gov.au 1. Introduction 1.1 Purpose In line with the Government s vision to enable growth and productivity
More informationSenior Salary Information Disclosure
Senior Salary Information Disclosure Head of Marketing & Communications To lead on media and public relations, commensurate with policies and strategies developed by the Strategy and Commissioning Directorate
More informationStrategy for Department of Health Care Management & Policy 2011-2014
Strategy for Department of Health Care Management & Policy 2011-2014 BACKGROUND Our current strengths are the successful MSc in Health Care Management and the research base of our existing staff in key
More informationEnterprise Content Management (ECM)
Business Assessment: A Quick-Reference Summary Intro to MIKE2 methodology and phase 1 The methodology that will be used throughout the specialist track is based on the MIKE2 methodology. MIKE stands for
More informationHandbook for municipal finance officers Performance management Section J
1. Introduction The Department of Provincial and Local Government (DPLG) defined performance management as a strategic approach to management, which equips leaders, managers, employees and stakeholders
More informationCustomer Management Strategy (2014-2017)
Customer Management Strategy (2014-2017) Version 1.1 Page 1 Foreword As technology improves, the demand for Council services to be available online and accessible 24/7 will increase as our customers choose
More informationAuxilion Service Desk as a Service. Service Desk as a Service. Date January 2015. www.auxilion.com Commercial in Confidence Auxilion 2015 Page 1
Title Service Desk as a Service Date January 2015 www.auxilion.com Commercial in Confidence Auxilion 2015 Page 1 1. Disclaimer All information contained in this document is provided in confidence to the
More informationThe South Staffordshire and Shropshire Health Care NHS Foundation Trust Digital Strategy 2014 2019
The South Staffordshire and Shropshire Health Care NHS Foundation Trust Digital Strategy 2014 2019 Peter Kendal Associate Director for Information Management and Technology Development 01/12/2014 1 Page
More informationPOSITION DESCRIPTION, PERFORMANCE MEASURES AND TARGETS
POSITION DESCRIPTION, PERFORMANCE MEASURES AND TARGETS Attachment 1 Position Title: Programs & Client Relations Manager Responsible to: Chief Executive Officer Responsibility: Programs Management and Client
More informationHERTSMERE BOROUGH COUNCIL REPORT TO E-GOVERNMENT PROJECT BOARD
APPENDIX B1 HERTSMERE BOROUGH COUNCIL REPORT TO E-GOVERNMENT PROJECT BOARD Document Reference no: TITLE A DISCUSSION PAPER REGARDING THE ROLE CUSTOMER RELATIONSHIP MANAGEMENT (CRM) SOFTWARE COULD TAKE
More informationPROJECT MANAGEMENT PLAN TEMPLATE < PROJECT NAME >
PROJECT MANAGEMENT PLAN TEMPLATE < PROJECT NAME > Date of Issue: < date > Document Revision #: < version # > Project Manager: < name > Project Management Plan < Insert Project Name > Revision History Name
More informationHousing Association Regulatory Assessment
Welsh Government Housing Directorate - Regulation Housing Association Regulatory Assessment Melin Homes Limited Registration number: L110 Date of publication: 20 December 2013 Welsh Government Housing
More informationWHITE PAPER IT SERVICE MANAGEMENT IT SERVICE DESIGN 101
WHITE PAPER IT SERVICE MANAGEMENT IT SERVICE DESIGN 101 Prepared by: Phillip Bailey, Service Management Consultant Steve Ingall, Head of Service Management Consultancy 60 Lombard Street London EC3V 9EA
More informationResearch and Innovation Strategy: delivering a flexible workforce receptive to research and innovation
Research and Innovation Strategy: delivering a flexible workforce receptive to research and innovation Contents List of Abbreviations 3 Executive Summary 4 Introduction 5 Aims of the Strategy 8 Objectives
More informationTEC Capital Asset Management Standard January 2011
TEC Capital Asset Management Standard January 2011 TEC Capital Asset Management Standard Tertiary Education Commission January 2011 0 Table of contents Introduction 2 Capital Asset Management 3 Defining
More informationOE PROJECT CHARTER TEMPLATE
PROJECT : PREPARED BY: DATE (MM/DD/YYYY): Project Name Typically the Project Manager Project Charter Last Modified Date PROJECT CHARTER VERSION HISTORY VERSION DATE (MM/DD/YYYY) COMMENTS (DRAFT, SIGNED,
More informationHow To Implement International Standard For Service Excellence (Tisse2012)
THE 5P s SERVICE QUALITY MODEL The key differentiator in an increasingly competitive world is more often than not the delivery of a consistently high standard of customer service. Customer satisfaction,
More informationCustomer Experience Strategy
Customer Experience Strategy 2012 2017 Strategy owner: Executive Director Customer Services Customer Experience Strategy Feb 2013 v1.2 1 Defining and implementing a new Customer Experience strategy The
More informationProcurement and Contract Management Strategy 2013-2017
Procurement and Contract Management Strategy 2013-2017 Title Owner Version 1 Distribution Procurement and Contract Management Strategy 2013 2017 Procurement and Performance Manager Corporate Issue date
More informationAustralian Safety and Quality Framework for Health Care
Activities for MANAGERS Australian Safety and Quality Framework for Health Care Putting the Framework into action: Getting started Contents Principle: Consumer centred Area for action: 1.1 Develop methods
More informationAssociation of Consulting Architects Australia Strategic Plan
Association of Consulting Architects Australia Strategic Plan Box 17 Flinders Lane Post Office Melbourne Vic 8009 T 1300 653 026 E nat@aca.org.au www.aca.org.au Contents 1. Introduction 5 2. Survey 7 3.
More informationJob Description. Financial Planning & Analysis Accountant
Job Description Financial Planning & Analysis Accountant Role Title Financial Planning & Analysis Accountant Reporting to Head of Financial Planning Role Purpose The purpose of this role is to provide
More informationSmall Business. Leveraging SBA IT resources to support America s small businesses
Small Business Administration Information Technology Strategic Plan ( ITSP) 2012-2016 Leveraging SBA IT resources to support America s small businesses Message from the Chief Information Officer The Small
More informationPeople & Organisational Development Strategy
2013-2018 People & Organisational Development Strategy Delivering excellent research Delivering an excellent student experience Enhancing global reach and reputation 1. Introduction Glasgow 2020: A global
More informationJoint Statement of Principles for Professional Accreditation
Universities Australia and Professions Australia Joint Statement of Principles for Professional Accreditation 9 March 2016 Preamble Professions Australia and Universities Australia, and the members of
More informationBOTSWANA PUBLIC SERVICE CUSTOMER SERVICE STANDARDS
BOTSWANA PUBLIC SERVICE CUSTOMER SERVICE STANDARDS Inquiries Any submissions, comments or inquiries regarding this Framework should be directed to the following: Postal Address: Directorate of Public Service
More informationCORPORATE PERFORMANCE MANAGEMENT GUIDELINE
-001 CORPORATE PERFORMANCE MANAGEMENT GUIDELINE -001 TABLE OF CONTENTS 1 Introduction... 3 1.1 Scope... 3 1.2 Purpose... 3 2 Performance Management Framework Overview... 4 3 Performance Management Framework...
More informationBusiness Continuity Management
Business Continuity Management Policy Statement & Strategy July 2009 Basildon District Council Business Continuity Management Policy Statement The Council is committed to ensuring robust and effective
More informationService Inspired By You
Service Inspired By You Delivering the Transdev Customer Experience 2013-2015 2 Delivering the Transdev Customer Experience Introduction Transdev Australasia s Customer Experience Strategy sets out our
More informationSKILLED STAFF THE SECRET TO MODERNISING STATISTICS
SKILLED STAFF THE SECRET TO MODERNISING STATISTICS UNECE WORKSHOP ON HUMAN RESOURCE MANAGEMENT AND TRAINING GENEVA 15-17 OCTOBER 2014 Marie Creedon and Eilish O Sullivan CSO Ireland Abstract The environment
More informationHuman Resources Enabling Plan
Human Resources Enabling Plan Introduction The Human Resources Enabling Plan (HREP) is a strategic human resource plan for Charles Sturt University (CSU). It has been developed to support and facilitate
More informationDiscussion Paper. Strengthening Local Government. Strengthening councils and communities
Strengthening councils and communities Building a new framework for measuring performance in Local Government Strengthening Local Government Discussion Paper November 2013 Table of contents Why measure
More informationCustomer Experience Strategy
Customer Experience Strategy Contents Introduction...1 Our future...2 Commitment to our customers...3 Our values...4 What is customer experience?...6 Researching the customer experience...8 Our pathway...9
More informationOctober 7, 2011. Presented to. The PMI Washington DC Chapter. Pedro Agosto. Director of Client Services, XA Systems, LLC. pedro.agosto@xasystems.
October 7, 2011 Presented to The PMI Washington DC Chapter By Pedro Agosto Director of Client Services, XA Systems, LLC pedro.agosto@xasystems.com Introduction Re-evaluating IT Services Today s Challenges
More informationCustomer Service Strategy 2014-2020. Deloitte Digital. 2013 1
Customer Service Strategy 2014-2020 Deloitte Digital. 2013 1 About this document This Customer Service Strategy is a product of several pieces of research including customer profiling, industry trends,
More informationSUPPLIER RELATIONSHIP EVALUATION. 6 Tips To Help Develop Effective Supplier Relationship Programs
WHITE PAPER SUPPLIER RELATIONSHIP EVALUATION 6 Tips To Help Develop Effective Supplier Relationship Programs 4 2 A key element of best practice SRM is formal, robust evaluation of supplier relationships.
More informationAbout NDIS. We ve selected the best, most innovative sessions and brightest minds for the NDIS New World Conference 2015 David Bowen, CEO NDIA
About NDIS NDIS New World Conference Sponsorship Package In October this year the NDIA will host its first international conference and tradeshow focusing on the dynamic changes the NDIS is driving in
More informationThe IIA Global Internal Audit Competency Framework
About The IIA Global Internal Audit Competency Framework The IIA Global Internal Audit Competency Framework (the Framework) is a tool that defines the competencies needed to meet the requirements of the
More informationBusiness Continuity Management Framework 2014 2017
Business Continuity Management Framework 2014 2017 Blackpool Council Business Continuity Framework V3.0 Page 1 of 13 CONTENTS 1.0 Forward 03 2.0 Administration 04 3.0 Policy 05 4.0 Business Continuity
More informationReport of Don McLure, Corporate Director of Resources
AUDIT COMMITTEE 29 June 2015 Annual Review of the System of Internal Audit 2014 / 2015 Report of Don McLure, Corporate Director of Resources Purpose of the Report 1. The purpose of this report is for members
More informationTransition and Transformation. Transitioning services with minimal risk
IBM Global TECHNOLOGY Servicess and Transformation ing services with minimal risk Summary To transition services is a complex process involving many issues. When outsourcing to IBM, you gain the benefit
More informationStrategy Review Report Executive Summary
Strategy Review Report Executive Summary NSW Sports Federation 17 October 2012 Bold ideas Engaging people Influential, enduring solutions Strategy Review Report Executive Summary 17 October 2012 This page
More informationAdopting a Continuous Integration / Continuous Delivery Model to Improve Software Delivery
Customer Success Stories TEKsystems Global Services Adopting a Continuous Integration / Continuous Delivery Model to Improve Software Delivery COMMUNICATIONS AGILE TRANSFORMATION SERVICES Executive Summary
More informationDigital Marketing Specialist
Digital Marketing Specialist Financial Controller Our Vision To be the best company our employees ever work for, the best bank our customers ever do business with and the best investment for our shareholder.
More information