27 - 29 August, 2018 ǀ Swissotel, Sydney, NSW

Conference Day Two: Wednesday, 29th August 2018

8:00 am - 8:30 am COFFEE AND REGISTRATION

8:30 am - 8:45 am Conference opening from IQPC and chairperson App Poll

Questions to be Determined

8:45 am - 9:15 am INTERNATIONAL CASE STUDY: Improving Internal Collaboration Between Four Departments Led by the Ministry of Business, Innovation & Employment NZ

Steve Watson - National Manager Compliance and Investigations Housing and Tenancy Services Ministry of Business,Innovation & Employment (New Zealand)
As a recipient of the Customer Experience Leadership Award, MBIE has been responsible for significant transformation of workforce practices. Following the Christchurch Earthquake, MBIE engaged four departments and over 300 people to develop and deliver a sustainable labour force plan to work on the re-build of businesses and ensure the ethical treatment of workers.

  • A summary of the Earthquakes effects, MBIE’s needs and the plan they put into place
  • Working with overseas governments, such as the Philippines Government, employ immigrant labour for the re-build
  • Culture transformation: having teams work more collectively together and forgo individual goals in pursuit of the bigger picture outcomes
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Steve Watson

National Manager Compliance and Investigations Housing and Tenancy Services
Ministry of Business,Innovation & Employment (New Zealand)

9:15 am - 9:45 am Thought Leadership Session

9:45 am - 10:15 am INTERNATIONAL CASE STUDY: The TSA’s Use of Social Media to Improve CX and Deliver Excellent Customer Contact

David Johnston - Social Media Strategist Transport Security Administration (USA)
Even David Johnston, the Social Media Strategist at the Transportation Security Administration (TSA), admits the organization tends to have a bad reputation. However, since TSA started its social media program three years ago, there’s been some exceptional improvement in the organisation’s customer contact. Currently it deals with over 1000+ customer engagements per day and sees a 33% return in business. The TSA accomplishes all this with a small team of employees, working to respond in 30 minutes or less!

  • Modelling their customer contact strategy after the airline industry to improve the customer experience
  • Venturing into a new and relatively untested program by utilizing pre-existing resources to reduce costs
  • Capitalizing on the program’s insights by using it to improve processes often complained about by customers
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David Johnston

Social Media Strategist
Transport Security Administration (USA)

10:15 am - 10:45 am COFFEE AND NETWORKING BREAK

Interactive Roundtable Discussions

  • Each delegate will have the opportunity to rotate through three pre-chosen topics every 30 minutes
  • Discussion groups are kept small to ensure all delegates get the opportunity to ask their most pressing questions, ensuring a perfectly tailored experience

Table One

10:45 am - 12:30 pm Positive Cultures at the City of Canterbury Bankstown
James Coorey - Manager of Customer Experience Canterbury Bankstown
The Department of Main Roads WA is able to manage burn-out in their agents by developing a supportive working environment
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James Coorey

Manager of Customer Experience
Canterbury Bankstown

Table Two

10:45 am - 12:30 pm Developing Resilience at Main Roads Western Australia Contact Centre
Kylie Stone - Customer Information Centre Manager Main Roads Western Australia
The Department of Main Roads WA is able to manage burn-out in their agents by developing a supportive working environment
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Kylie Stone

Customer Information Centre Manager
Main Roads Western Australia

Table Three

10:45 am - 12:30 pm The Super Skilled Agents at the CSIRO
Zofia Deschepper - Brand and Marketing Team Leader CSIRO
CSIRO’s national Enquiries contact centre is represented by only 5 agents, who are expected to answer a variety of highly-educated queries. This is accomplished by the CSIRO’s hiring, brand integration and knowledge sharing processes.
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Zofia Deschepper

Brand and Marketing Team Leader
CSIRO

Table Four

10:45 am - 12:30 pm Customer Service Standards at the QBCC
Mili Vukolic - Contact Centre Manager Queensland Building and Construction Commission
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Mili Vukolic

Contact Centre Manager
Queensland Building and Construction Commission

Table Five

10:45 am - 12:30 pm Measuring Customer Experience with Toowoomba Council
Kirrilly Rowan - Manager Customer Service Toowoomba Regional Council
Measuring customer experience assurance through surveys to understand service quality and customer satisfaction
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Kirrilly Rowan

Manager Customer Service
Toowoomba Regional Council

Table Six

10:45 am - 12:30 pm Building a Website In-House at ACT Shared Services
Claire Harper - Senior Manager Business Improvement and Analysis Health Share NSW
Canberra’s Shared Services team built their website from scratch in-house on a shoe-string budget
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Claire Harper

Senior Manager Business Improvement and Analysis
Health Share NSW

Table Seven

10:45 am - 12:30 pm Sydney Water’s People and Culture
Jo-Ann Pass - Head of Digital Operations Sydney Water
Engage people while creating an environment to align values and enhance performance at Sydney Water
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Jo-Ann Pass

Head of Digital Operations
Sydney Water

Maintaining high morale and practical strategies to deal with low morale
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Dr Amee Morgans

Chief Of Operations
Emergency Services Telecommunications Authority

12:30 pm - 1:30 pm NETWORKING LUNCH BREAK

STREAM C: Transforming Staff Culture and Performance to Reflect the Values of the Non-Profit & Public Sector

1:35 pm - 2:05 pm CASE STUDY: Workcover Queensland: Reducing Absenteeism by Building Staff Capability and Improving Workplace Culture
Jody McLaren - Manager Customer Support WorkCover Queensland
Workcover Queensland’s contact centre holds 72 seats and takes 1500 calls a day covering safety and work-cover within the state. However, back in 20XX they had a high level of absenteeism and had to over-schedule the expected number of employees each day in order to maintain consistent service levels.

  • Achieving 11.5 days per person of absenteeism by building a team mentality
  • Changes to workplace culture that lead to stronger staff engagement
  • Undertaking capability uplift in agents in order to create a culture of trust
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Jody McLaren

Manager Customer Support
WorkCover Queensland

STREAM C: Transforming Staff Culture and Performance to Reflect the Values of the Non-Profit & Public Sector

2:05 pm - 2:35 pm CASE STUDY: Running the Department of Main Road’s 24/7 Information Centre with Under 20 FTE’s
Kylie Stone - Customer Information Centre Manager Main Roads Western Australia
The Department of Main Road’s Western Australian Information Centre has set incredibly high service levels: it is available 24 hours a day, 7 days a week, 365 days of the year. This is all achieved with a small group of 20 FTEs.

  • Piloting different programs to manage the workload, such as splitting responsibilities
  • Managing during emergencies: how the team dealt with 2017’s year of fires, floods and political upheaval
  • Creating contingencies that ensure they can manage on 20 FTEs
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Kylie Stone

Customer Information Centre Manager
Main Roads Western Australia

STREAM C: Transforming Staff Culture and Performance to Reflect the Values of the Non-Profit & Public Sector

2:35 pm - 3:05 pm Thought Leadership Session

STREAM C: Transforming Staff Culture and Performance to Reflect the Values of the Non-Profit & Public Sector

3:05 pm - 3:40 pm CASE STUDY: Empowering Agents by Facilitating Service Gestures at SA Water
David Coombes - Senior Manager Customer Experience SA Water
Over 12 months, SA Water Implemented a pilot program that gave agents the power to give service gestures when the customer had not received the services previously promised or had not been given the right level of customer experience. This not only gave front-line agents more independence in the workplace, it also meant that customer complaints dropped.

  • Using human centred design to provide stronger services by using customer feedback and a structured research program and translating it into action
  • Finding the right balance between being prudent with money and offering a really good customer experience through decision making frameworks and service levels
  • Training staff to support a working environment that encourages accountability, ownership and discretion

David Coombes

Senior Manager Customer Experience
SA Water

STREAM D: Contact Centre Transformation through Agile and Human Centred Design

1:35 pm - 2:05 pm CASE STUDY: Achieving Inland Revenue’s Balance between Call Efficiency and First Call Resolution
Jane Elley - Group Lead Department of Inland Revenue (New Zealand)
Inland Revenue can receive over 100 000 calls a week with over 700 agents to meet this demand. In an effort to balance both efficiency and improved customer experience through first call resolution, it’s going through a multi-phased transformation. In doing so, the department has experienced both a series of process automation, as well as a cultural makeover.

  • Giving greater autonomy to contact centre agents, through new protocols and coaching in order enable agent autonomy during enquiries
  • Use of Automation to improve customer experience
  • The positive outcomes this has had so far: smoother episodes of peak call times, improved customer feedback and greater agent independence
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Jane Elley

Group Lead
Department of Inland Revenue (New Zealand)

STREAM D: Contact Centre Transformation through Agile and Human Centred Design

2:05 pm - 2:35 pm The ABS Learning Journey: From the 2016 to 2021 Census
Aiden Kent - Assistant Director Australian Bureau of Statistics
The Australian Bureau of Statistics (ABS) most notable publication is the 5-Year Census. This session will look at the learning journey that has occurred since the 2016 Census, and the user-centred design that has put the organization through a process of discovery, understanding their main challenge areas and alpha testing for fidelity.

  • Reducing the 4million+ call enquiries that occurred in 2016 by implementing selfservice portals before 2021
  • Reflecting on the emerging outcomes, such as the adoption of agile processes and planned omni innovation
  • Delivering on the strategic objectives of the ABS: smooth running, strongly supported, and high quality data

Aiden Kent

Assistant Director
Australian Bureau of Statistics

STREAM D: Contact Centre Transformation through Agile and Human Centred Design

2:35 pm - 3:05 pm Thought Leadership Session

STREAM D: Contact Centre Transformation through Agile and Human Centred Design

3:05 pm - 3:40 pm Fairwork Ombudsman’s Award Winning Work with People, Strategy and Culture through Digital Services
As the winner of the Government Contact Centre 2017 Award for Best People and Culture, the Fairwork Ombudsman has invited to give a presentation on practising what they preach; its dedication to supporting Australian workplaces so they can be compliant, productive and inclusive.

  • Creating services that meet the needs of its clients, for example its popular Anonymous Report function is available in 16 languages other than English in order to assist vulnerable immigrant workers
  • How the teams within the fairwork ombudsman contact centre promote one of its principle tenants; supporting a harmonious, productive and cooperative workplace
  • Ensuring that self-service channels are intuitive and comprehensive in order to educate and inform Australian employers and employees

3:40 pm - 4:10 pm AFTERNOON TEA

4:10 pm - 4:40 pm CASE STUDY: Crime Stoppers QLD’s Value to the Public Sector as an Anonymous Hotline to Report Crime

Trevor O’Hara - Chief Executive Officer Crime Stoppers
The Crime Stoppers Queensland contact centre has helped increase the rate of arrest from point of contact by 70%. Trevor O’Hara attributes this incredible development to their effective customer service, which captures high-quality information and holds trusted reputation in the community as an independent organization. This session will discuss how Crime Stoppers QLD has become intrinsic to the community as a one-stop-shop to report crime anonymously, which is then passed on to enforcement agencies.

  • Enabling first call resolution by working with anonymous callers to extract the right information to report crimes and passing it on to law enforcement agencies
  • Managing the public image in order to develop community trust as an independent organisation
  • Crime Stoppers plans for development throughout Australia to consolidate and improve contact centre processes
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Trevor O’Hara

Chief Executive Officer
Crime Stoppers

4:40 pm - 5:10 pm PANEL DISCUSSION: The Future of Contact Centre Workforce Planning

Dr Amee Morgans - Chief Of Operations Emergency Services Telecommunications Authority
  • Is In-Sourcing (transferring agents from one department to another) a beneficial way to fill workforce gaps?
  • How can Managers better deal with managing staff across different sites and remotely, especially when there aren’t any team leaders on the ground?
  • How can managers overcome the challenge of keeping regional contact centre agents engaged and motivated?
  • What can managers do now to start planning for flexible workplaces?
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Dr Amee Morgans

Chief Of Operations
Emergency Services Telecommunications Authority

5:10 pm - 5:20 pm CHAIR’S CLOSING ADDRESS AND END OF DAY TWO