Primary Services

Customer services

Why We Do It

The role that Council plays in the delivery of customer services is to act as first point of contact for residents, ratepayers, and visitors to our district. It is an essential role that enables people to do business with Council.

What Has Changed Since The LTCCP 2009/19?

Hours of operation at the Rawene service centre have been reduced with the new Hokianga i-SITE offering more services.

Priorities For 2011/12	What We Have / Haven't Achieved
Continuing to develop appropriate service standards and quality controls	A customer services charter has been developed. The charter provides clear and concise information about Council services, facilities and delivery standards.
Reviewing processes and procedures to ensure maximum efficiency	A large number of customer service processes and procedures have been reviewed and is ongoing.
Continuing to train and multi skill staff to enable them to deal effectively with and address a wider range of issues and tasks at first point of contact	All customer facing staff are part of a multi-skilling training plan, a number of which are now able to offer services across front counters, libraries, i-SITEs and cinema.
Working with the Te Ahu centre to develop a new service delivery model incorporating all the services and functions provided by the Kaitaia service centre, i-SITE, library, museum and Far North community centre	All services were successfully relocated to the new Te Ahu centre in February 2012. Training is ongoing to enable staff to work across the various services including the service centre, i-SITE, library, museum and community centre.
Continuing to attract and develop skilled and knowledgeable staff that work with purpose and enthusiasm	Attractive advertising and job descriptions have been developed and an effective recruiting process is in place.
Focusing on providing personalised, fast, reliable, convenient, cost effective and customer focused service	Increased instance of first point of contact resolution by staff avoiding unnecessary transfers to operational units thus, making customer contacts more efficient and effective.
Implementing and promoting the key customer focused messages across the organisation	Increased customer focus across Council and receiving less customer complaints as a result.
Completing the restructure to ensure Council becomes a lean organisation focused on delivering customer satisfaction	Increased number of staff are multi-skilled thus being able to deliver a more efficient and effective service without increasing resources.

Future Issues / Challenges	Implications
Understanding how our customers want to do business with Council	Offer the most suitable contact channels for customers that suit both customer and Council needs.
Keeping up with rapidly changing technology	Ability to provide accurate and consistent information to customers and the ability to communicate with customers by their preferred method.

Highlights of Performance

TPM = Total number of Performance Measures

Performance 2010/11 vs. 2011/12 - needs improving

Statement of Service Performance

For CUSTOMER SERVICES the following pages detail:

Service performance information provides levels of service comparative results for 2010/11 and 2011/12 including achievements and issues.
Financial performance including comparisons against budget 2011/12.

FYI: Key symbols are used to identify each measure contributing to Community Outcomes. For more information on Community Outcomes see the Community Outcomes Diagram.