For local councils, introducing new systems isn’t just about upgrading technology – it’s about unlocking better ways to serve their communities.
When implemented thoughtfully, modern systems can streamline operations, empower staff, and deliver faster, more responsive services for residents.
But achieving these outcomes depends on more than just the technology itself; success hinges on how well the implementation process is managed – balancing innovation with staff readiness and organisational change.
Georges River Council’s recent customer experience transformation, guided by its Customer Experience Strategy, offers a compelling example of how getting this balance right can deliver tangible results. By taking a phased, consultative approach to implementing a new omni-channel customer service platform, Council not only modernised its systems but also improved satisfaction for both residents and employees.
Council’s Head of Customer Experience, Michelle Cowie, explained that the shift was a deliberate and carefully planned process that replaced systems no longer meeting the needs of the community.
Identifying the need for change
Like many local councils, Georges River previously relied on legacy systems that had become increasingly outdated.
Cowie said that Council had a phone software solution that hadn’t been updated in four years.
She also noted that the existing platform offered “really limited functionality,” prompting Council to “go out to the market and see what different technologies and opportunities existed.”
This process led to the selection of a modern cloud-based omni-channel platform, NiCE CXone, implemented by Generation-e, which now centralises all of Council’s contact channels – including phone, web chat, and email.
“It’s designed to handle both inbound and outbound customer interactions across multiple channels, with the flexibility to grow alongside the organisation and adapt to future service delivery needs,” Cowie said.
Implementation with staff at the centre
A key aspect of the success of this project was the deliberate and staged approach to implementation, which carefully considered the need to avoid overwhelming staff with too much change at once.
“We had a lot of other change going on across our organisation, so we were really mindful about change fatigue, particularly for the customer experience team. So that’s where we came up with a plan to phase the implementation,” Cowie said.
Council rolled out the system in three phases: first calls, then emails, followed by web chats.
“We took a phased approach to implementation, giving the team time to become fully familiar and confident with each stage before moving forward,” Cowie said.
“This allowed everyone to complete their training, build competence and feel comfortable with the new processes. Once the team demonstrated confidence and consistency in one phase, we progressed to the next, ensuring a smooth and well-supported transition throughout.”
From the outset, staff were closely involved in the process.
“We got the team involved right at the very beginning. When we started the project, we started talking to them about what we were doing, how they would like the new system to work, pain points that they had experienced with our old systems, and ideas they had that they thought would work for our new system.
“This emphasis on consultation and communication meant staff really embraced the new system and changes,” Cowie said.
Positive outcomes for customers and staff
The benefits of the new customer experience platform were immediate and wide-ranging.
“For our customers, it expanded the different contact options that they had. Customers can choose how they prefer to interact with Council,” Cowie said.
“The customised Interactive Voice Response (IVR) system also allows callers to be directed straight to the most relevant service area, such as the waste team or rates payment line. This ensures customers are connected to the right team straight away, improving convenience and reducing wait times.”
Another important improvement was the new callback functionality.
“Every three minutes, when our customers are waiting on hold, they are offered a callback option, they don’t lose their spot in the queue and the callback is directed to an agent as soon as one is available.” This reduced the inconvenience of long wait times.
Staff, meanwhile, found their daily work much more streamlined.
“Staff now operate through a single interface that integrates emails, voice calls, and web chats on one screen.
“This has significantly improved efficiency by ensuring customer enquiries are seamlessly directed to available agents. The system allows staff to manage multiple interactions when appropriate, while still dedicating the necessary time to customers with complex or sensitive matters, enhancing both the quality and responsiveness of our service.”
Harnessing data for service improvement
The new system’s reporting capabilities also significantly increased Council’s ability to make data-led decisions.
“We now have far greater data capture capabilities. This allows us to run more detailed reports and analyse not only the volume of interactions, but also their type and frequency. As a result, we can identify recurring themes and emerging issues more quickly, helping us respond to customer needs,” Cowie said.
These insights have directly led to practical changes.
“For example, we enhanced our website to improve the clarity and accessibility of information, after identifying that many community members were contacting us because they were unable to find the details they needed online,” she said.
The platform also enabled the creation of a priority line for high-priority calls, such as dog attacks, water pollution or sewage overflow.
“We enhanced our IVR menu to ensure high-priority matters are directed immediately to available agents,” Cowie said.
“This improvement was introduced after phase one in response to customer feedback and our commitment to providing timely support. It means that customers with urgent needs are connected more quickly, and staff are notified to take immediate action where required. These changes have helped us deliver a more responsive and reassuring experience for customers when it matters most.”
Advice for other councils
Cowie’s key recommendation for councils considering a similar path is to adopt a phased, consultative approach.
“This was a very important project, and we wanted to get it right for our customers and our team. Don’t try and do too much too quickly,” she cautioned, underlining the importance of phasing the rollout to avoid overwhelming staff and ensuring adequate training at each stage.
By investing in modern customer experience technology and prioritising staff engagement, Georges River Council has delivered faster, more efficient services while fostering a culture of continuous improvement – an achievement of real value to councils across Australia.
