Three of the deliverables proposed in our response to Tender 2026/314 — a Leader Toolkit, Employee Quick-Reference Tools, and an optional Pocket Charter — shown here as working concept samples rather than described in prose. Click around. The point is to make our proposal concrete enough to evaluate.
These are concept samples, not finished products. The Leader Toolkit demonstrates the categories, format and tone we'd build to. The Employee Quick-Reference Tools show what the printable handovers might look like. The Pocket Charter is a static prototype of an optional digital add-on. All would be co-designed with MRCC in Phase 2 of the proposed program, using real MRCC scenarios surfaced in workshops.
The sample content draws on the Draft Customer Charter, the MRCC CX Framework, and the Business Excellence Principles. Where we've made specific service references (rates, planning, waste), they're illustrative — the actual content would reflect what MRCC staff and leaders tell us matters most.
Three audience streams. Four delivery phases. One integrated capability system. Detail sits in the Tender Schedules and Attachments — this is the orientation map.
Scope, governance, audience needs, success measures, MRCC examples.
Draft learning architecture, workshop content, leader tools, eLearning structure.
Finalise materials, deliver TtT, run exemplar leader and employee sessions.
Incorporate feedback, hand over editable materials and readiness tools.
Practical reinforcement tools for the ~120-strong leadership cohort. Designed for the flow of work: a leader can drop one of these into a team meeting, a one-on-one, or a service conversation without preparing for it. Everything below would be editable by MRCC. Click the tabs to explore each category.
Short questions for one-on-ones, team huddles and check-ins. Pick one, ask it, listen properly. Each prompt is tagged to the Charter commitment and CX Framework pillar it serves.
"Tell me about an interaction this week where you weren't sure what the customer actually needed. What did you do to find out? Looking back, what would you do differently?"
"Think of a customer interaction this week where you said you'd get back to someone. Did you? If not, what got in the way — and what would help you close that loop reliably next time?"
"Walk me through a recent enquiry you resolved without handing it off. What made it possible? And one you couldn't resolve in the first contact — was the handoff the right call, or was there something we could have done?"
"What's something a customer has said to you more than once this month? Not a one-off complaint — a pattern. What does that tell us, and who needs to hear it?"
"Tell me about a customer interaction recently that you're proud of. What did you do that made the difference? (Use this one. Pride is data.)"
"When was the last time you had to tell a customer something they didn't want to hear? How did you frame it? Did they leave with a clear picture of what happens next, even if the answer was 'no' or 'not yet'?"
"If there was one thing about how we work — a system, a process, a habit — that you'd change to make a customer's experience better, what would it be? Don't hold back."
"When you've passed an enquiry to another team this week, how did you set up the customer for what happens next? Did they know who, when, and what to expect?"
Pre-built five-minute agenda items leaders can drop into a team meeting without prep. Each one has a discussion question, a Charter link, and a "what good looks like" reference.
We Value your Experience · We Learn and Improve
One person shares a customer interaction from the past week — good, bad, or just memorable. Two minutes. Then the team picks out one thing that worked or one thing we'd do differently. That's it. No action items, no follow-up. The point is to make customer experience a thing we talk about, not just a thing we measure.
Stories surface that wouldn't otherwise. Patterns become visible over weeks. People stop saving stories for performance reviews.
All four commitments
Pick one of the four Charter commitments — rotate through them month by month. Ask the team: "How are we doing on this one? What's going well? Where are we falling short?" Don't fix anything in the meeting. Capture two or three things that came up and decide together what to do with them — own them, escalate them, or watch them.
The Charter stops being a poster and starts being a working document. Issues get raised early, while they're still small.
We Learn and Improve
Bring one piece of customer feedback to the team — a survey result, a complaint, a thank-you, a snippet from Snap Send Solve, anything. Read it out. Ask: "What does this tell us? What would we want to change, if anything? What would we want to keep doing?" Ten minutes, including the read-out.
Feedback stops being something that happens to the team and becomes something the team uses.
Editable language patterns for the moments staff find hardest. Read them. Adapt them. Bin the ones that don't sound like you. The point isn't to read off a script — it's to have a sentence in your back pocket when you need it.
The point: the customer leaves with a real "no" they understand, and one or two things they can actually do next. No "I'll look into it" when you already know the answer.
The point: the Charter says we set realistic expectations and explain timeframes. This is what that sounds like.
The point: no "I'll transfer you now" without setting up the next interaction. The handover is part of our service, not a break in it.
The point: a real apology, a real action, and a signal that the feedback goes somewhere. No defensive explanations.
Ready-to-adapt paragraphs for forums, all-staff updates, town halls and team comms. Each one is short, plainspoken, and Charter-aligned. Take what you need, change what doesn't sound like you, drop what doesn't fit.
"You'll have heard us talking about the Customer Experience Framework and our Customer Charter — what we're committing to as a Council in how we work with the community. Over the next few months we're rolling out training to back those commitments up with practical skills and tools we can all use in the day-to-day."
"It's a workshop, an eLearning refresher, and some practical tools — not another binder. The point is to make our work with customers easier and more consistent, not to add to your day. I'll share more in the next [team meeting / one-on-one], but if you've got questions in the meantime, ask."
"Most of the team went through the CX workshop this month. Some of what came up was familiar — we already do a lot of this well. Some of it was a useful prompt to be more deliberate, particularly around closing the loop and being clearer about timeframes."
"We've agreed as a team to pick a couple of small things to try over the next few weeks: [specific behaviour 1] and [specific behaviour 2]. I'll be checking in on those in our one-on-ones, not to police them, but because they're worth getting right. If something's not working, tell me — we'll adjust."
"Every interaction we have with someone in our community is an opportunity. To get something right, to build trust, to make their day easier — or to do the opposite. The Charter we've adopted is our shared commitment to which side of that we want to be on, consistently, across the whole organisation."
"This program isn't about making us nicer to customers — most of us already are. It's about making the experience more reliable, more consistent, and easier to use. It's also about making it easier for us as staff — when our systems, language and follow-through are aligned, the work is less frustrating. That's the deal."
Simple, practical reference tools for the ~450-strong employee group. Built for the realities of the workforce: depot crews, library staff, front counter, mobile services. Some work away from a desk for most of the day. These are the things they can pin to a wall, slip behind an ID card, or print and stick on the back of the kitchen door — no app, no login, no SharePoint search.
Credit-card sized, double-sided. Front: the four commitments. Back: four sentences staff can borrow when they need one. Slips behind an existing lanyard or sits on a desk.
One page, designed to be printed and pinned somewhere useful. The four commitments, the three customer types, and a "when you need a sentence" reference at the bottom for the harder moments.
Every printable tool is delivered as an editable Word or InDesign source file, with notes in the margin for whoever needs to update it. No locked PDFs, no design software required.
A lightweight, mobile-friendly version of the same content shown above — for staff who'd rather have it on their phone than printed on a card. The Pocket Charter is offered as an optional add-on, not a replacement for the printable tools: same Charter, same prompts, same customer types, just digital.
Gives staff in-the-moment access to the Customer Charter, the CX Framework, customer types, and practical service prompts — without having to find the right SharePoint folder or remember which intranet page it lives on.
Not a separate platform. Not a new app to download. A mobile-friendly web page MRCC owns, that staff can save to their home screen. Static enough to be reliable. Editable enough to evolve with the Charter.
→ The mockup on the right is interactive. Tap a Charter tile, try "In the moment", explore the customer types. Static demonstration only — production version would be a live web app.
We take the time to understand who you are and what matters to you. We listen carefully, clarify when needed, and follow through with clear, accurate information.
Our goal is to resolve your enquiry on first contact. We respect your time and provide clear, consistent service across all channels.
We regularly ask for your feedback, take it seriously, and use it to improve our services. We are transparent about what we're doing well and where we need to do better.
We make you feel welcome, treat every enquiry with respect, and remain calm and positive. We treat every interaction as an opportunity to build trust and connection.
Pick the situation you're in. We'll give you a Charter-aligned prompt and a sentence you can borrow.
The same person can be all three of these at once. Knowing which role they're showing up in helps you respond to what they're actually asking.
The Customer Charter, the MRCC CX Framework, and the Business Excellence Principles aren't three separate things to learn — they're one story told three ways. Here's how the deliverables map across them.
A clear understanding about who our customers are and what they need.
Staff have the skills, tools and clear processes to produce consistent, excellent service.
Reliable and meaningful data to know what we're getting right and what to change.
The customer's experience is valued throughout the whole organisation.
Each deliverable serves more than one pillar — the map above shows where each is strongest, not where it stops. Full alignment is achieved across the program as a whole, not by any single asset. The Leader Toolkit, Quick-Reference Tools and Pocket Charter shown above are designed with this in mind: they don't try to do everything, but together with the workshops, eLearning and facilitator supports they make the Charter and CX Framework usable in day-to-day work.
The three prototypes above are concept samples, designed to make our proposal concrete enough to evaluate. They show what we'd build, in what voice, to what standard.
This page complements the Tender Schedules and the Tender Schedules Attachments. It does not replace either.