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Home My WebLink AboutSBStat 2023 - Customer Service Q1SBStat |Customer Service 2 0 2 3 Q u a r t e r 1 | M o n d a y ,A p r i l 3 ,2 0 2 3 C i t y o f S o u t h B e n d Citywide Performance Management Empowerdepartments Designservices Focus ondata 1 4 2 3 Improve residents’ lives Participants Purpose in the Stat meeting Project Leads, analysts, and other key staff •Lead discussion on assigned projects •Contribute with ideas, knowledge on data sources, and suggestions for improving performance Mayor & Department Heads •Share ideas, ask questions and contribute to discussion on strategy and performance targets, •Assign next steps to relevant members of their department/teams Stat meeting structure & cadence •The Mayor’s Office sets the agenda for the meeting •The Business Analytics team schedules the meeting each quarter and invites attendees •The Business Analytics team documents all action items discussed during the meeting and assigns each item to the appropriate City team The purpose of SB Stat is to bring the most powerful people in the City –the Mayor, Department Heads, and key staff –into a room to use data and take action on some of the City’s most pressing challenges SBStat 2023 Customer Service Portfolio Summary Project Project Objectives Status Post-call surveys Improve frontline customer service interactions Service request dashboard Give departments and public line of sight into SLAs and how often they are met Utility data report Review utility data in monthly report Customer service culture Identify opportunities to develop a culture of customer service among City staff City hall One Stop Shop Plan for One Stop Shop for Customer Service at new City Hall Legend Project on schedule Project delayed Project cancelled SBStat 2023 Today’s Agenda I. Data summary + action plan on quarterly KPIs II. Deep-dive on select projects and challenges -Utility data report-Customer service culture III. Celebrating our values SBStat 2023 Data summary + action plan on quarterly KPIs Summarizing data points and statistics from the past quarter related to core operations SBStat 2023 Customer Service KPIs Type of performance measure How we measure success Desired outcome How the metric aligns with the City’s values Customer Satisfaction Effectiveness •Post call survey average ratings at least 4.5 for all categories Residents receive excellent customer service over the phone Excellence Timeliness (Resolution)Effectiveness •“Yes” responses to Q5 Resolution is at least 80% Residents resolve their issue ORResidents get questions answered in one phone call Innovation Timeliness (Communication)Efficiency •“Yes” responses to Q6 First-time call Yes is at least 80%Residents don’t have to call multiple times for the same issue Accountability Equity & Access Effectiveness •Percent of service requests complete on time by census tract and income Residents receive the same quality and number of services regardless of location or other demographics Inclusion Culture of Customer Service Effectiveness •At least 1 Mayor’s Employee Recognition award recognizes good customer service by quarter (TBD) City employees provide excellent customer service in all interactions with residents Empowerment Customer Service KPI Summary SBStat 2023 Customer Service KPIs KPI Q4 2022 Q1 2023 Percent Change Customer Satisfaction Average -All post call survey questions 4.6 4.4 ↓4.3% Timeliness (Resolution) Percent answered “Yes” to Q5 Resolution 90%90%−0% Timeliness (Communication) Percent answered “Yes” Q6 First-time call 69%82%↑19% Culture of Customer Service Count of Mayor’s Employee Recognition award recognizing good customer service n/a n/a n/a Customer Service KPIs Q4 2022 to Q1 2023 SBStat 2023 Income tiers from census tract data Average number of service requests –Q4 2022 Average number of service requests –Q1 2023 Percent change Low -$0 to $46,000 annual household income(XX% of population)###% Mid -$XX to $XX annual household income (XX% of population)###% High -$XX to $XX annual household income (XX% of population)###% Total ###% Customer Service KPIs –Equity & Access (draft) Q4 2022 to Q1 2023 SBStat 2023 Customer Service KPIs –Service request dashboard (draft) Q1 2023 Median Income that ranges from $141,948 -$23,188 (dark blue to light blue) SBStat 2023 KPI Review % Calls opted into survey from calls handled decreased by 99% from Q4 2022 to Q1 2023 Possible explanations •Technical issues with survey applications •Not asking caller at end of call if they want to take the survey •Not ending call in Jabber before ending in Cisco Finesse Q4 2022 Q1 2023 SBStat 2023 KPI Review Lowest average rating for all lines (all-time) is Q4 Timeliness -How would you rate your satisfaction with your call’s wait time? Utilities Morris311 Factors that could affect satisfaction with timeliness •Time to dequeue •Queue time •Hold time •Time of day •Call time •Number of transfers •Call topic •Others? SBStat 2023 Proposed action plan Observations Possible Actions % Calls opted into survey from calls handled decreased by 99% from Q4 2022 to Q1 2023 Idea:Test if survey for each line is still working Idea: Send refresher on conducting survey to call takers for each line Lowest average rating for all lines (all-time) is Q4 Timeliness Idea: Research factors that could affect satisfaction with timeliness SBStat 2023 COSB Post Call Survey Results | 311 SBStat 2023 COSB Post Call Survey Results | 311 SBStat 2023 COSB Post Call Survey Results | Utilities SBStat 2023 COSB Post Call Survey Results | Utilities SBStat 2023 COSB Post Call Survey Results | Morris SBStat 2023 COSB Post Call Survey Results | Morris SBStat 2023 Deep-dive analysis & discussion Diving deep into a few key initiatives being undertaken to improve city performance •Utility data report •Customer service culture SBStat 2023 Utility data report Review utility data in monthly report SBStat 2023 Discussion questions before closing out the topic 1.The following slides present utility data on UAP and overall payment behavior – •Does the utility data report provide answers to useful data questions? •How do you see your team using this report? •What barriers do you see for your team using this report? 2.This report was developed to enable the City to evaluate the current state and develop new policies for utilities. Which strategy area should we use the report to look at in the next quarter? Strategy area Examples Existing programs •Updating UAP discount amount New programs •Developing application-based forgiveness program, repeated Utility Relief program, etc. Processes/Policies •Developing more flexible payment plans •Adding texting reminders to pay bill Defining the problem Problem Statement •Leadership (Mayor, CIO, Utilities directors, Civic Innovation) need quick access to summarized utilities data to make informed decisions on utilities policies, services, and programs. •Ex: Determining UAP discount amount •Ex: Potential repeated Utility Relief program •The Business Analytics team has historically helped with summarizing data. This process has been time-consuming and inefficient. How might we… •How might we develop a more efficient process to review a consistent source of truth for summarized utilities data? Outcome Metric(s) •BAs –Decreased time for summarizing utilities data •Leadership –Improve KPIs outlined in utility data report UAP Monthly Report Goal: A more efficient process to review summarized utilities data •enQuesta data directly connected to Power BI •Monthly email notification with report Program Overview •# Enrolled •$ Avg. Amount Past Due •% Accounts Paid On Time •% Accounts Fully Paid Bill •% Enrolled by Tier •Summary Table by Tier Payment Behavior UAP & Non-UAP •Bar chart of payment KPIs •# Days bill Paid Late •$ Amount Paid on Last bill •# Accounts Near Shut Off Account Total by Utility UAP & Non-UAP •$ Refuse: 60 Day Overdue Total •$ Sewer: 60 Day Overdue Total •$ Water: 60 Day Overdue Total UAP Outreach Summary Outreach Activities •UAP Sign up-a-thon events (Q4 2022) •Supporting South Bend Pilot Group (Q1 2023) •Outreach Team: Q4 2022 –Q1 2023 Partnered with 11 organizations to host 36 events, enrolling 1,160 residents UAP Sign up-a-thon events (Q4 2022) UAP Outreach Summary Outreach Activities •UAP Sign up-a-thon events (Q4 2022) •Supporting South Bend Pilot Group (Q1 2023) •Outreach Team: Q4 2022 –Q1 2023 Supporting South Bend Pilot Group (Q1 2023) Outreach Team: Q4 2022 –Q1 2023) In February 2023, we launched the Supporting South Bend Pilot Group to: •Bring social service providers together to share projects and initiatives •Goal is that social service orgs/reps are more knowledgeable about resources in the City, + better able to assist residents in accessing the resources they need. •Presenters have included: •Goodwill’s Excel Center •Portage Township Trustee •United Way/1Roof SE Neighborhood Center •St. Vincent de Paul Residents spoken with:1,058 Applications submitted (EAP-UAP): 309 SBStat 2023 Program Overview Discussion 1.Most & least helpful KPIs? 2.Any results that stand out to you? 3.Ideas for using UAP program data to inform utilities policies, services, and programs? SBStat 2023 Payment Behavior Discussion 1.Most & least helpful KPIs? 2.Any results that stand out to you? 3.Ideas for using payment behavior data to inform utilities policies, services, and programs? SBStat 2023 Account Total by Utility Discussion 1.Most & least helpful KPIs? 2.Any results that stand out to you? 3.Ideas for using account total data to inform utilities policies, services, and programs? SBStat 2023 Taking Action The problem •Leadership (Mayor, CIO, Utilities directors, Civic Innovation) need quick access to summarized utilities data to make informed decisions on utilities policies, services, and programs. •Ex: Determining UAP discount amount •Ex: Potential repeated Utility Relief program •The Business Analytics team has historically helped with summarizing data. This process has been time-consuming and inefficient.process has been inefficient. Outcome metrics •BAs –Decreased time for summarizing utilities data •Leadership –Improve KPIs outlined in utility data report Action items •Mayor, CIO (I&T), Utilities directors –Develop strategy for helping vulnerable South Bend households based on observed data in monthly reports •Civic Innovation (I&T)–Develop outreach strategy from geographic UAP data insights •BA team –Conduct additional analyses to supplement monthly report as needed SBStat 2023 Action items Mayor, CIO (I&T), Utilities directors Goal •Prevent evictions and water shut offs Actions •Develop strategy for helping vulnerable South Bend households based on observed data in monthly reports Strategy area Examples Existing programs •Updating UAP discount amount New programs •Developing application-based forgiveness program, repeated Utility Relief program, etc. Processes/Policies •Developing more flexible payment plans •Adding texting reminders to pay bill SBStat 2023 Discussion questions before closing out the topic 1.We presented a new utility data report on UAP and overall payment behavior – •Does the utility data report provide answers to useful data questions? •How do you see your team using this report? •What barriers do you see for your team using this report? 2.This report was developed to enable the City to evaluate the current state and develop new policies for utilities. Which strategy area should we use the report to look at in the next quarter? Strategy area Examples Existing programs •Updating UAP discount amount New programs •Developing application-based forgiveness program, repeated Utility Relief program, etc. Processes/Policies •Developing more flexible payment plans •Adding texting reminders to pay bill SBStat 2023 Best Practices Review Track SBStat 2023 Discussion questions before closing out the topic 1.Which of these would you want to test in the next quarter? 2.Which of these do you think is most feasible? 1 Encourage & reward good customer service •Internal recognition •Public recognition 2 Develop standards for good customer service •Internal training •External training 3 Provide leadership for good customer service •Public announcements (ex: executive orders, strategy plans, etc.) Defining the problem Problem Statement •City staff interact with residents in many ways, from calls to neighborhood meetings. Each interaction is an opportunity to provide excellent customer service. •A stronger culture of customer service will empower City staff to improve resident interactions. How might we… •How might we create an environment where all employees are valued and awarded for their commitment to delivering exceptional customer service? Outcome Metric(s) •Increased recognition/awards •Improved standards for good customer service •Increased public announcements relating to customer service improvements SBStat 2023 Recommendations Summary 1 Encourage & reward good customer service •Internal recognition •Public recognition Effort & Impact 2 Develop standards for good customer service •Internal training •External training 3 Provide leadership for good customer service •Public announcements (ex: executive orders, strategy plans, etc.) 1 Encourage & reward good customer service Internal recognition •Certificates/Awards •Customer Service Category •Team's "Kudos" •InsideSB (SharePoint) •Personalized gifts •Team luncheons Public recognition •Larger dept ceremonies •311 –10 yr. anniversary •Web/Social Media shout-outs •82% of workers consider recognition to be an important part of their happiness at work (Survey Monkey). Recommendations •Internal recognition •External recognition 2 Develop standards for good customer service •Internal training •Onboarding -311 shadowing •Example -Standardized Customer Service Training Curriculum for City inspectors (City of New York) •Requirement by Local Law 33 of 2013 •Web and CRM Manual •SB Academy •External training •Zoe Talent Solutions -Customer Service Management Certification Training Course •SkillPath -Instuctor-led courses •Topics -Communication, leadership, compliance, productivity, teamwork Recommendations •Internal training •External training 3 Provide leadership for good customer service Share Customer Strategy Plans Publicly Federal - •Executive Order on Transforming Federal Customer Experience and Service Delivery to Rebuild Trust in Government (2021). •Using data to inform service delivery decisions •Using customer feedback to ensure customer service is a priority on all levels •Established a Federal Customer Experience task force to coordinate efforts across all agencies Federal Share Customer Strategy Plans Publicly State - NJ Governor Murphy: Resident Experience (ResX)(2022) •$40 million for the Resident Experience Program,or “Res” •Unified modern login system across key benefit programs and additional “one-stop”websites Pennsylvania state executive order (2019) •"Transformation" committee will: a)address roadblocks b)educate on the opportunity and value c)develop quantifiable metrics, service levels, and other reporting mechanisms to determine the performance and the need for corrective actionState 3 Provide leadership for good customer service 3 Provide leadership for good customer service Share Customer Strategy Plans Publicly City - •The City of Saint Paul, Minnesota (2022) •passed a resolution authorizing the use of City funds to compensate participants to test technology products. •San Francisco -Digital Accessibility and InclusionStandard (2021) •Provide equitable access to all digital services and web content City SBStat 2023 Taking Action The problem The city of South Bend wants to improve the culture of customer service. City staff can play a larger role in delivering excellent customer service to community members. This has led to the City to seek out best practices in prioritizing customer’s needs and delivering exceptional customer service. Outcome metrics •Increased recognition/awards •Improved standards for good customer service •Demonstrate leadership for good customer service Action items •Review all recommendations and choose 1 to test during Q2 SBStat 2023 Discussion questions before closing out the topic 1.Which of these would you want to test in the next quarter? 2.Which of these do you think is most feasible? 1 Encourage & reward good customer service •Internal recognition •Public recognition 2 Develop standards for good customer service •Internal training •External training 3 Provide leadership for good customer service •Public announcements (ex: executive orders, strategy plans, etc.) SBStat 2023 Celebrating our values This section highlights exemplary work happening in the City to improve performance that may otherwise go unnoticed SBStat 2023 10 Year 311 Anniversary! SBStat 2023 Cross-departmental collaboration on service request dashboard & utility data report Teams •311 •Utilities •Solid Waste •Business Analytics Actions •Attended several workshops to co-develop and provide feedback on reporting tools SBStat |Customer Service 2 0 2 3 Q u a r t e r 1 | M o n d a y , 4 / 3 / 2 3 C i t y o f S o u t h B e n d SBStat 2023 Appendix section SBStat 2023 Customer Service Reward Summary Personalized Gifts Social Media or Website Shoutouts Department Luncheon Rewards or Certificates of Recognition Monetary Awards Department Ceremony Recommendation 1 Department Luncheon Commonly referred to as the “Pizza Party” Average costs: •Pizza in Indiana (2023): •Feeds an average of 3 people •$18.66/pizza •Chipotle Burrito by the Box: •Feeds an average of 6 people •$8.75/person Recommendation 2 Rewards or Certificates of Recognition •Employee of the Month •Years of Service •Customer Advocate •Company values award: •Nominated by managers Average costs: •Box of printer paper: •About $20 for 20lbs •Picture frames: •$5/frame Recommendation 3 Monetary Awards In a survey, Genesis Associates found that 85% of employees stated that they were motivated by monetary incentives Common awards •Annual raises •10% •Bonuses •Gift cards •Visa •Amazon •Restaurant •Store specific Recommendation 4 Personalized Gifts Personalized gifts can demonstrate appreciation, creating a stronger bond between employer and employee that goes beyond a hierarchical relationship focused on work progress. •56% of respondents believe the gifts they've received from their employer are “impersonal” and/or “generic.” Most Common •Cup or Mug •Company jacket •Blanket •Glass picture frame with team photo •Favorite treat •Box of multiple small gifts Recommendation 5 Social Media or Website Shoutout In a study: •82% of employees in the U.S. don’t feel that their supervisors recognize them enough for their contributions (Glassdoor). •82% of workers consider recognition to be an important part of their happiness at work (Survey Monkey). Warning: •Know your employee! •Some people are uncomfortable with public callouts. Recommendation 6 Department Ceremony Shown to boost motivation and productivity, makes employees feel their hard work is valued. Great reminder of the company’s or department’s values. Included: •Catering •Decorations •Press releases/media •Speeches to provide verbal recognition of the team or an individual SBStat 2023 ImpactEffortImpact/Effort Matrix Certificate of Award or Recognition Social media recognition/website shoutout Department Luncheon •Pizza party Personalized Gifts Department Ceremony •Catered event Monetary Awards