Project: CXT (Customer Experience Transformation) - Building Consent
Stratford District Council had a number of aims, issues and risks the CxT project needed to address including:
• Knowledge retained in people’s heads and not documented
• No standardised processes leading to variable customer service
• Inefficient and ineffective manual processes
• The need to deliver a high standard of customer service
• Inculcating a continuous improvement culture
• The need to provide visibility of the process to the customer
• Lack of metrics to measure customer service quality
• Transferrable to national building consent processes
The CxT project was a combination of tools, technology, people and processes. Key deliverables included transforming the manual building consent inspection process into digital process and introducing a Council-wide Customer Service Charter implementing customer service standards ensuring every customer receives the same level of service.
An important strategic outcome was to enable Stratford to contribute to the wider goal of a nationally agreed building consenting processes.

Project: Mobility Solution for Rivers and Land Drainage Assets Maintenance, Gisborne District Council
The Rivers Land and Drainage (RLD) Team maintain our Flood Control System. They look after culverts, drains, dunes, stop banks, retaining walls, pumps and manage weeds surrounding these assets.
The RLD team solely used paper based workflows for creating RLD jobs. Our mobility solution we’ve eliminated all field paperwork. The team now have ruggedized tablets that run a location-based field service recording system (fieldGO). All their work orders are pre-scheduled and sent electronically. The team can access all the documents they need to do their job (photos, maps, past work orders) at the touch of a button. They log their completed work digitally. They can view all planned, pending and completed work orders. They receive work orders in real time and can manage priorities accordingly.
From the outset, we knew the project would include an ambitious change management component. We’d have to transform a team of field workers who relied on paper-based systems and were self-confessed as “computer illiterate” into technologically proficient and adept users of mobile devices and a new software system. We also had to realise the value for the team so that they were open to these changes.