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Coronavirus (COVID-19): guidance and support.

Improvement drivers

Why do we want to do better?

Council already has several strategic improvement priorities it wants to address through this and other projects.

Key priorities for customer experience improvement are:

From current challenge to future state                        

Fragmented pathways

Customers currently have an experience of Council as opaque, being passed around, repeating themselves and being unsure about contact points. 

  • A seamless, single view of customer
  • Streamlined, low friction pathways to services
  • Consolidated contact and touch points

Inconsistent channels

Council’s channels lack strong strategic alignment and are over-promoted without insight-driven, targeted use and resource allocation. 

  • Channels that are consistent and convenient
  • Efficiency balanced with a good experience
  • Efficiency through ability to target channel use


While service delivery is generally good, there is a need to improve follow-up, reactivity, and a sense of representation and transparency for customers.

  • Insight-driven, proactive and responsive
  • Agile in adapting service delivery to ensure it echoes the needs of the community

High-cost, intensive interactions

Council does not currently take full advantage of modern service delivery models and channels, resulting in inefficient, one-size-fits-all experiences.

  • Intuitive self-service pathways to services
  • Choice and convenience empowers customers
  • Resources able to be optimally deployed

Organisational/Operational culture

Council staff are constrained by internal silos of knowledge, service delivery and communication which prevent full customer experience potential.

  • A culture of natural innovation and collaboration
  • Internal operations and workflows that support our customer experience improvement delivery