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CUS TOMER SERV ICE

STRATEGY

Customer Service Strategy

Table of Contents

IInntt rroodduucctt iioonn . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2What is the City of Regina Customer Service Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2How was the Customer Service Strategy Developed. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

TThhee CCuussttoommeerr SSeerrvviiccee SSttrraa tteeggyy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4Improvement Opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5Customer Service Culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Employee Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7Service Delivery . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9Communication . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12Partnerships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Corporate Customer Service Standards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

MMeeaassuurriinngg SSuucccceessss aanndd CCoonnttiinnuuoouuss IImmpprroovveemmeenntt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

IImmpplleemmeennttaatt iioonn . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

AAcckknnoowwlleeddggmmeennttss . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

AAppppeennddiixx ““AA”” - Customer Service Standards Detailed . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

AAppppeennddiixx ““BB”” - High Level Implementation Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

AAppppeennddiixx ““CC”” - Glossary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

AAppppeennddiixx ““DD”” - Supporting Document Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25

City of Regina 2


Introduction

The City of Regina’s Corporate Strategic Plan represents a roadmap for the organization and communicatesour Vision, Mission and Values. The plan guides the administration by identifying our strategic priorities andunites us in working together to achieve our desired outcomes.

One of our corporate strategic priorities is Achieving Operational Excellence. This priorityfocuses on providing excellent customer service to our community. The Customer Service Strategy is one wayin which we will achieve excellence in customer service through:

• Increased customer awareness and involvement• Increased customer satisfaction• Efficient, customer focused processes

As a large organization that provides service to manydifferent types of customers, we rely heavily on the supportand assistance of co-workers and internal support services.Interactions with co-workers are also customer servicesituations and the level of service we provide to oneanother internally is vitally important and impacts the endservice provided to our external customers.

Customer expectations are growing, and customersreceiving public services from their municipality expect thatthe services they receive will be superior to those they getfrom the private sector. As customer expectations grow andchange, the City of Regina is adapting and developing tomeet those changing needs.

What is the City of Regina Customer Service Strategy?

The Customer Service Strategy is a framework which sets out how we respond to our customers’ needs.

The overall objectives of the strategy are to:• Reinforce a customer-focused culture.• Set the vision, and establish the overriding principles and values which govern how we will develop and

deliver customer service.• Respond to our customer’s expectations through the development of service standards and performance

measurements.• Set out a plan for implementing and maintaining activities which improve customer service.• Ensure that employees have the skills and knowledge required to provide excellent service to both

internal and external customers.• Develop a continuous improvement and measurement framework to ensure progress, identify required

changes, and report on successes.

Customer service is everyone’s responsibility. Every time we interact with a member of the public or a co-worker we demonstrate our commitment to providing outstanding customer service. Leading by example,we can all make a difference and contribute to the success of this strategy.

“ ”The Customer Service Strategyreflects the people-centred andcustomer-focused approach ofour new organization.

We know that employeesatisfaction today influencescustomer satisfaction tomorrow,and the strategy helps us focus onboth employee and customerneeds.

Glen B. Davies, City Manager

City of Regina 3


How was the Customer Service Strategy Developed?

In June 2006, the City Manager committed to undertake the development of a Customer Service Strategy asan organizational priority. A process was developed and approved by senior management and the projectbegan in September 2006.

TThhee SSttrraatteeggyy’’ss FFoouunnddaatt iioonnThe Citizens First study 1, conducted by Erin Researchfor The Institute for Citizen-Centred Service and TheInstitute of Public Administration of Canada, surveyedCanadians asking what specific improvements areneeded in public sector service delivery, anddetermined what contributes to high customersatisfaction.

The survey identified five drivers of customersatisfaction. The drivers are the variables in acustomer’s service experience that have the biggestimpact on satisfaction and, as a result, are the areaswhere improvement efforts make the biggestdifference. Consistently meeting these drivers resultsin higher levels of customer satisfaction.

This strategy was developed using the extensive and valuable input from employees and public focusgroups, and builds on the five drivers of satisfaction identified by the Citizens First research.

DDrr iivveerrss ooff CCuussttoommeerr SSaattiissffaaccttiioonn

1. Timeliness - I was satisfied with the amount of time it took to get the service.

2. Knowledge, Competence - I was served by knowledgeable, competent staff.

3. Courteous/Extra Mile - I was served by courteous staff that went the extra mile to help me get what I needed.

4. Fairness - I was treated fairly.

5. Outcome - I got what I needed.

1 Citizens First, The Institute for Citizen Centred Service and The Institute of Public Administration of Canada.http://www.iccs-isac.org/eng/default.asp

“ ”Successful organizations have onecommon central focus: customers. Itdoesn’t matter if it’s a business, aprofessional practice, hospital orgovernment agency, success comes tothose and only those who are obsessedwith looking after customers.

Raving Fans. Ken Blanchard and Sheldon Bowles

City of Regina 4


How was the Customer Service Strategy Developed? (cont.)

In order to develop a comprehensive strategy, the Project Team undertook the following activities:

• Conducted an analysis of our stengths, weaknesses, opportunities and threats concerning customer service. Both an internal and external examination of these factors took place.

• Conducted employee and public focus groups designed to:

� Gather feedback on current customer service perceptions.� Identify customer service areas that are a challenge and may require improvements.� Determine changes that could be made to strengthen customer service externally and internally.� Identify how the organization could better support employees in delivering excellent

customer service.

• Presented the purpose and objectives of the strategy to stakeholder groups.

• Collected and analyzed information from the public sector on best practices in customer service.

• Gathered feedback from Divisions to develop the customer service mandate,principles, corporate service standards, customer service goals, objectives, and action plans.

The Customer Service Strategy

Customer service means providing a high standard of service to customers whenever they are in contactwith the City and through whatever medium they choose to make that contact. The Strategy sets out a clearvision for the development and delivery of services, it establishes the principles which govern how wedevelop and deliver those services and the way in which we interact with customers and co-workers. Thestrategy provides a set of customer service standards that outline the expectations for employees of the Cityof Regina, and tells customers what they can expect when they interact with us.

The Strategy also identifies goals, objectives and action plans to improve and strengthen current customerservice provision in order to build a customer-focused organization that is aware and responsive tochanging customer demands and expectations.

CCuussttoommeerr SSeerrvviiccee MMaannddaattee

Our focus is our customer. Working together, we provide positive, professional and consistent customer service.

The Strategy provides the roadmap for change and improvement of customer service delivery, with theactivitiy organized into strategic goals:

CCuussttoommeerr SSeerrvviiccee CCuullttuurreeEEmmppllooyyeeee DDeevveellooppmmeenntt

SSeerrvviiccee DDeell iivveerryyCCoommmmuunniiccaattiioonn

PPaarr ttnneerrsshhiippss

City of Regina 5


CCuussttoommeerr SSeerrvviiccee PPrriinncciipplleess

RReessppoonnssiivvee aanndd RReelliiaabblleeWe respond to customers promptly and willingly.

EEmmppllooyyeeee EEmmppoowweerrmmeennttWe encourage employee engagement and teamworkas our greatest source of strength and creativity.

GGuuaarraanntteeeeWe guarantee fairness, honesty and objectivity in allinteractions with our customers.

IInncclluussiivveeWe provide access for all customers through a variety of service delivery options.

NNuurrttuurriinngg CCuussttoommeerr RReellaattiioonnsshhiippssWe continually look for opportunities to exceed ourcustomers’ expectations.

AAccccoouunnttaabblleeWe honour our customer commitments by followingthrough on our promises.

Improvement Opportunities

The community and employees have many ideas and opinions on the City of Regina’s customer service.Extensive analysis of the current provision of customer service identified strengths to build on and gaps tofill.

The improvement opportunities identified by employees and customers are the foundation for thedevelopment of specific customer service improvement goals, objectives and action plans. Those include:

• Develop organizational culture that will value, reinforce and continuously improve customer service.• Build on our strengths by recognizing outstanding customer service.• Encourage and support employees to model effective customer service both internally and externally.• Define the roles and responsibilities of all employees and equip employees with the necessary knowledge

and skills to provide effective service.• Establish service standards to ensure consistent service.• Improve accessibility to service.• Improve timeliness of service.• Build awareness of City services and how to access those services.• Measure customer satisfaction.• Enhance internal relationships and external partnerships.• Empower employees with authority and support needed to respond to customers.

“ ”Good customer service isbeing knowledgeable,friendly, efficient andattentive.

Front Line Employee Focus Group

City of Regina 6


Customer Service Culture

The goal of strengthening our customer service culturerequires that we focus on the customer at all times and inall aspects of how we conduct business and provideservices. As a customer-focused organization, weunderstand who our customers are as we strive to meettheir needs and improve the service we provide them.

GGooaall To create a customer service culture where employees respect and value each other and our customers, through teamwork, communication and recognition.

RReessuullttss aarree MMeeaassuurreedd TThhrroouugghh::

• Employee survey results• Employee performance management• Customer feedback

“ ”Your focus on the customer isimportant, and needs to beconsistent.

Public Focus Group

OObbjjeeccttiivvee 11..11Ensure managers, as role models, takeresponsibility for building an organizationalculture that fosters customer service.

AAccttiioonn PPllaannss11..11..11 Develop a management and employeecustomer service commitment statement tocreate a sense of accountability betweenmanagers and employees in terms of what wecan expect from each another.

11..11..22 Develop a manager/supervisor program toprovide the tools needed to support a customerservice culture. This program would include, butnot be limited to, customer service awareness,communications, conflict resolution,accountability, performance coaching, diversity,and sensitivity training.

11..11..33 Require managers and supervisors toestablish job-related and cross-functional jobpartnering opportunities to facilitate learningabout other positions and service areas. Theseopportunities should be specifically connected toincreasing knowledge in order to improve theservice and information the employee providesto the customer.

OObbjjeeccttiivvee 11..22Recognize outstanding commitment to customerservice, innovation or quality in the delivery ofservices.

AAccttiioonn PPllaann11..22..11 Develop a corporate customer serviceexcellence recognition program that rewardsemployees for their achievements, innovation,commitment and provision of customer service(internally and externally).

City of Regina 7


Employee Development

People are what make the difference in customerservice. Customers expect employees to beknowledgeable and competent in providing service.Ongoing employee training and development ensuresthat employees have the necessary skills, knowledgeand expertise to meet the needs of our customers.“ ”

It’s about delivering services in a timelyand respectful manner, by informed andpositive staff.

Employee Focus Group

OObbjjeeccttiivvee 22..11Adopt customer service as a core competency forall employees and include as part of thecorporate recruitment and hiring strategy.

AAccttiioonn PPllaannss22..11..11 Develop a core set of competencies for allemployees focused on identifying the skills andknowledge required to support customer service.

22..11..22 Require specific customer servicecompetencies as basic skill requirements.

22..11..33 Incorporate questions related to customerservice in job interviewing and reference checkprocesses. Include customer service skills as akey area of focus in Employee Performancedevelopment.

22..11..44 Require managers/supervisors to reviewand update job descriptions and job bulletinsbefore posting to ensure competencies,responsibilities and expectations related tocustomer service are aligned.

OObbjjeeccttiivvee 22..22Provide City employees the opportunity to learnand develop customer service skills throughcorporate customer service training initiatives.

AAccttiioonn PPllaannss22..22..11 Ensure employees participate in acustomer service training program that outlinesthe fundamentals of effective customer serviceand provides strategies for dealing withcustomer service challenges.

22..22..22 Ensure all managers and supervisorsparticipate in a comprehensive training programthat will focus on leadership skills,empowerment, teambuilding and working inpartnership with other areas of the organization.

((ccoonntt.. oonn ppaaggee 1122))

GGooaall Employees have the knowledge, skills and abilities to be positive and professional in delivering thehighest standards of customer service.

City of Regina 8


Employee Development (cont.)


• Customer feedback• Employee feedback• Corporate performance management

AAccttiioonn PPllaannss ((ccoonntt.. ff rroomm ppaaggee 1111))22..22..33 Develop a self-assessment program foremployees at all levels to identify personal skillsets that indicate strengths and developmentneeds related to customer service.

22..22..44 Develop and deliver a series of trainingworkshops to support the long termcommitment to excellent service delivery.

OObbjjeeccttiivvee 22..33Empower City employees to use judgement andflexibility when applying policies and proceduresthat impact customer service.

AAccttiioonn PPllaannss22..33..11 Require managers/supervisors along withemployees from their own business unit to solicitfeedback from their internal customers to review,update, refine, and evaluate opportunities forimprovement in policies and procedures.

22..33..22 Require managers to set the frameworkthat employees may work within by definingemployees’ roles, responsibilities, expectationsand authority levels, as part of an annual review.

22..33..33 Require managers/supervisors to provideemployees the authority and support they needto take initiative in responding to customercomplaints.

City of Regina 9


Service Delivery

All of the groups consulted during the development of this strategy expressed the potential to improveresponsiveness, consistency and accessibility to services and information for customers.

The most frequently identified areas of opportunity include: the internet, after-hours service, access to theright person, and status follow-up on requests for service.

“ ”Improve access to information

Public Focus Group

OObbjjeeccttiivvee 33..11Implement Corporate Customer ServiceStandards for all points of customer contact.Where applicable, implementDivision/Department/Branch customer servicestandards that meet or exceed corporatecustomer service standards for all points ofcustomer contact.

* See Appendix “A” for detailed customer survice Standards

AAccttiioonn PPllaannss33..11..11 Require department and branch managersto adopt, communicate and measureperformance related to corporate customerservice standards within their areas.

33..11..22 Require Division, Department, and Branchmanagers to identify, communicate and trackdepartment specific customer service processesand establish standards. Specific areas fordepartments to review are:

• Policy and procedures – ensuring that,where possible, policies and procedures arecustomer friendly.

• The need and benefits of having front linestaff clearly identifiable by wearing Cityclothing when working in an open public facing environment.

• The process for handling abusive customersand the follow-up in accordance to the violence policy.

33..11..33 Require managers of the customer contactcentres to work together to develop consistentcorporate key performance measures andstandard reporting.


GGooaall To be accessible, responsive and reliable by delivering customer service that is timely, consistent,courteous, and fair.

City of Regina 10


Service Delivery (cont.)

OObbjjeeccttiivvee 33..22Expand multiple integrated service deliverychannels that provide consistency andconvenience to customers in accessing cityservices.

AAccttiioonn PPllaannss33..22..11 Review high volume, routine servicetransactions for potential implementation of e-service delivery options to improve customerservice. These transactions will include:

• The posting and processing of on-lineapplications such as booking municipalfacilities, licensing and permits.

• Program registration and confirmation.• Interactive reporting of requests for service

and status updates; allowing customers toidentify if an issue has already beenreported and if a Request for Service (RFS)order has been established and the statusof the RFS.

• Shopping for the purchase of City products that might include: city maps, bus passes,gift certificates etc.

33..22..22 Conduct regular focus groups on thecontent and usability of the website to supportthe continued development of the informationposted. Develop links to related sites to improvecustomer service.

33..22..33 Investigate the feasibility of a centralizedcustomer contact centre to handle telephonecalls, fax and e-mail building on the experiencesto date with the various City call centres toconsolidate services.

Other opportunities to investigate include:• The feasibility of 3-1-1 call centre.• The feasibility of more internal partnerships.

Working together will allow us to leverageresources and expertise, and developsolutions to address service gaps byextending support to the smaller servicecontact centres.

• The opportunities and challenges ofconsolidating similar service contactcenters.

• The possibility of, and requirements for,24 x 7 service delivery.


City of Regina 11


Service Delivery (cont.)


• Adherence to corporate standards for service delivery • Customer feedback• Corporate performance measurement• Key performance indicators

AAccttiioonn PPllaannss ((ccoonntt.. ff rroomm ppaaggee 1144))33..22..44 Investigate the feasibility of developing anin-person, centralized customer service centredesigned to provide a wide range of services tocustomers in a one-stop shop approach.

• Consider an in-person service facility at CityHall to ensure that the majority of inquiriesare resolved at first point of contact.

• Provide opportunities to access services andinformation electronically via the internetand self-service kiosks.

• Consider the need to protect privacy, safetyand security of customers and employees.

• Consider the provision of 1 stop shop service at a variety of in-person points of contact across the city.

33..22..55 Conduct a review of the hours ofoperation and the cost benefits of extendingcore business hours for customers.

• Determine customer demand for extendedhours and conduct a cost-benefit analysis.

33..22..66 Update payment methods within therespective service areas and develop policies forthe acceptance of credit cards.

• Look for opportunities for technologicalsolutions such as debit on demand and on-line payment to increase customerservice.

• Implement and communicate paymentsolutions and options to customers.

33..22..77 Pool resources to maximize efficienciesand effectiveness. Utilize enabling technologyand tools to ensure a consistent high qualityapproach to handling customer contacts. Toolsmay include:

• Customer satisfaction tools.• Call recording systems.• Call tracking systems.• Scheduling software • Customer Relationship Management

(CRM) software.

Note: These tools are briefly described in theGlossary.

City of Regina 12


Communication

The external focus groups consulted during the development of this Strategy showed a relatively low levelof awareness of how to access the various services provided by the City. The greatest frustration expressedwas that often customers do not know who to contact with an issue or question.Building awareness of the Customer Service Strategy and external awareness of City services and how toaccess these services will strengthen the delivery of customer service. A critical first step is to improveinternal communications and to ensure employees have the sufficient information needed to supportcustomer service.

“ ”Listen and then follow with action

Public Focus Group

OObbjjeeccttiivvee 44..11Develop and implement a communications planto build public and employee awareness of theCustomer Service Strategy and standards.

AAccttiioonn PPllaannss44..11..11 Communicate the corporate customerservice strategy internally.

• Create awareness of customer servicevision, principles, action plans, and standards.

• Build awareness and understanding thatwill support employees in theimplementation of customer service standards.

44..11..22 Communicate the corporate customerservice standards to external customers througha variety of mechanisms.

44..11..33 Develop and deliver a corporate customerservice orientation presentation highlighting theCustomer Service Strategy/standards and theexpectation of City employees, as part of thecorporate employee orientation session. Thisorientation program should also be offered toexisting employees.


GGooaallBuild our commitment to customer communication and customer awareness of City services andinformation. Employees have the resources they need to serve customers.

City of Regina 13


Communication (cont.)


• Customer feedback• Employee feedback

1 Citizens First, The Institute for Citizen Centred Service (ICCS) and The Institute of Public Administration ofCanada. http://www.iccs-isac.org/eng/default.asp

2 The Common Measurements Tool, Institute for Citizen-Centered Service (ICCS) 2004.http://iccs-isac.org/eng/cmt_about.htm

OObbjjeeccttiivvee 44..22Conduct customer service feedback surveys tocollect information from external and internalcustomers on their customer service experiences.Results will be evaluated and used for decisionmaking and planning for improvements incustomer service delivery.

AAccttiioonn PPllaannss44..22..11 Research the current sources of feedbackand surveys conducted within the organization.

44..22..22 Ensure departments, with the support andassistance of Communications, conduct customersatisfaction surveys on an ongoing basis with acommon set of tools, standards and questionsbased on the Citizens First1 drivers of satisfaction(Timeliness, knowledge, courtesy, fairness, andoutcome).

Use the Common Measurements Tool (CMT)2 , abenchmarking tool developed by the Institute forCitizen-Centred Services, as a basis for surveydevelopment.

City of Regina 14


Partnerships

“Working together” is a key aspect of our Customer Service Vision. This implies that we will work with oneanother within the organization to improve the servicedelivery in building working relationships and will developpartnerships with other organizations that have a sharedvision and commitment to service excellence.

Linking across organization boundaries to work together forthe common purpose of improving customer satisfaction isthe premise of this service goal and objective.

RReessuullttss aarree MMeeaassuurreeddTThhrroouugghh::

• Partner feedback• Customer feedback• Employee feedback

“ ”We are all working on a commongoal - improving service to ourcustomers

Comment from the Mayors Task Force

OObbjjeeccttiivvee 55..11Develop a co-ordinated internal planningapproach to service delivery, linkinginterdepartmental work plans and service levelagreements to corporate priorities that have adirect impact on internal and external customerservice

AAccttiioonn PPllaannss55..11..11 Include customer service plans in strategicand business planning.

55..11..22 Ensure branch managers identify andcommunicate programs or initiatives involvingmultiple branches/departments that impactinternal and external customer service to reducesilos, give support to one another and improveservice delivery.

55..11..33 Assess internal service levels to identifyimprovement priorities resulting in thedevelopment and monitoring of interdepartmentalservice level standards i.e. facility maintenanceservice levels.

OObbjjeeccttiivvee 55..22Develop and enhance relationships and/orpartnerships with other organizations to shareand support best practices and new initiatives.

AAccttiioonn PPllaannss55..22..11 Work with Service Canada to establish aCity of Regina service presence within theircentre, and vice-versa, that provides customersaccess to the information and services theyneed.

55..22..22 Work with Service Canada and othergovernment agencies to identify opportunities toleverage the delivery of customer servicetraining.

55..22..33 Build partnerships with non-profit groupsand other community organizations to bridgegaps in service delivery.

GGooaall Identify and strengthen existing relationships. Look for opportunities to develop new partnershipsthat will enhance customer service.

City of Regina 15


Corporate Customer Service Standards

OOuurr ccuussttoommeerr sseerrvviiccee ssttaannddaarrddss aarree oouurr pprroommiissee ttoo oouurr ccuussttoommeerr oonn wwhhaatt tthheeyy ccaann eexxppeeccttwwhheenn iinntteerraaccttiinngg wwiitthh tthhee CCiittyy ooff RReeggiinnaa..

The City of Regina is committed to providing a high standard of customer service to all our customers,which includes all the people and organizations to whom we provide a service or a product - individualcitizens, visitors, businesses, groups, partners and other organizations, as well as our internal customers.

Service standards have been developed to support our Customer Service Vision and are aligned with ourservice principles, as well as the drivers of customer satisfaction, including timely, knowledgeable, courteousservice with fair and effective outcomes.

TThhee ssttaannddaarrddss aarree ddeettaaiilleedd iinn AAppppeennddiixx ““AA””..

TThhee ssttaannddaarrddss::• Apply to all City of Regina employees.• Are the minimum standards and expectations.

(More specific standards that exceed these expectationsmay apply in specific areas such as customer contactcentres, cashier services, etc.)

• Set out the way in which we deal with customerswhether by letter, phone, in-person, e-mail or any othermethod of communication.

• Apply at all times• Do not apply to correspondence where other deadlines

and expectations apply due to regulations, law, and policy.(For example: Legislated requirements and timelines forzoning, appeal periods, and Board of Revision applications.)

WWhheenn yyoouu iinntteerraacctt wwiitthh tthhee CCiittyy ooff RReeggiinnaa oouurreemmppllooyyeeeess wwiill ll bbee::

• Ambassadors for the organization.• Welcoming and courteous.• Fair and respectful.• Helpful and responsive.

TToo hheellpp uuss aacchhiieevvee tthhiiss,, wwee aasskk tthhaatt oouurr ccuussttoommeerrss::• Are courteous and respectful towards us.• Provide the information we request.• Are understanding of our right to respectfully handle abusive customers.• Regonize our role and responsibility to follow and enforce legislation and regulation.

“ ”I don’t have to be totally satisfied,but I need an explanation - so Iknow what to expect.

Public Focus Group

“ ”Let us know when to expect aresponse.

Public Focus Group

City of Regina 16


Measuring Success and Continuous ImprovementCustomer satisfaction directly impacts citizens’ perceptions of the services they receive from government.Expectations from customers for value and a high level of service continue to rise. How we interact witheach individual customer influences their perception of the City of Regina.

A commitment to the implementation of the Customer Service Strategy is essential in moving to a customer-focused organization. Divisons will be expected to measure the success for each of the individual initiativesas part of the implementation plan. Monitoring success will mean systematic collection and analysis of datarelating to performance indicators, comments and complaints. Measurement will be incorporated under theCCuussttoommeerr aassppeecctt of the City’s Performance Management Program.

Divisions will monitor and measure performance in line with the corporate standards and action plans. Onan annual basis, the strategy will be reviewed and progress will be reported. Progress reports will includespecific details on the completion of initiatives, success stories, any adjustments to outstanding action plans,any new initiatives, and the deferral of initiatives.

This Strategy has a strong foundation upon which to build, based on corporate commitment from CityCouncil and the City Manager to continuously improve the City’s customer service. City Council and the CityManager have emphasized their commitment to customer service in various messages to employees and thecommunity. Improvements to customer service are also reflected throughout the Core Services Review, andemployee understanding of customer service as an important priority is reflected in the 2006 and 2007 Cityof Regina Employee Survey.

ImplementationThe implementation of the customer service goals, related objectives and actions, supports a customer-focused organization that looks at customer service delivery primarily from the customer’s perspective.Coordination of resources is needed to implement the initiatives that are part of this Strategy. Leadershipand shared organizational commitment is the key to success. In addition, project teams and individualdepartments assigned the responsibility to implement the actions will need to consider the administrativeand resource implications, supports, barriers, and challenges associated with investigation andimplementation of specific action plans.

KKeeyy SSuucccceessss FFaaccttoorrssThe following factors will influence the success of the Strategy:

1. SSuuppppoorr tt - cultural changes, time, resources and commitment are required for a successfulcustomer-focused organization. Complete support is required from City Council, the Executive Leadership, and management teams.Frequent reinforcement of the importance of customer service, role modelling, visiblecommunication and treating all coworkers as customers will assist in creating of a customerfocused organization.

2. RReessoouurrcceess – in order for customer service action plans to be successful, adequate humanresources, capacity and funding is required.

3. EEmmppllooyyeeee CCoommmmiittmmeenntt aanndd KKnnoowwlleeddggee – Building a customer-focusedorganization will require employees to have a clear understanding of direction and expectations.

4. EEnnaabblliinngg TTeecchhnnoollooggyy – a customer-focused organization that is effective andefficient requires information and technology support.

City of Regina 17


Implementation (cont.)

TThhee FFuuttuurree SSttaatteeThe following recommended action plans and activities have been identified as priority for implementation:

• Initiate an internal communications plan to communicate the corporate Customer Service Strategy,building awareness and understanding that will support implementation and activity.

• Identify and implement the fundamental customer service standards across the organization and build aphased approach to the implementation of remaining standards to ensure our commitment to ourcustomers can realistically be met.

• Develop a customer service training program that outlines the fundamentals of effective customer serviceand provides employees with strategies for dealing with customer service challenges.

• Develop a management and employee customer service commitment statement that will help create asense of accountability between managers and employees in terms of what we can expect from one another.

• Develop a corporate customer service orientation presentation highlighting the Customer Service Strategy,the corporate standards, and the expectation of City employees.

NNeexxtt SStteeppssThe action plans will assist the City in its efforts to reach the Customer Service Vision. The Strategy willcome to life through a number of initiatives over the next three to five years. Appendix “B” contains a highlevel preliminary implementation plan.

The progressive release of aspects of the Strategy and a phased approach to implementation will allow theorganization to build awareness and capacity ensuring a successful implementation and the longevity of theStrategy. This staggered approach will allow careful attention to planning the launch, communication andimplementation of such an important organizational priority. The approach will also ensure that theorganization can meet the commitments that the strategy makes to our customers.

The corporate planning process will identify strategic and Divisional priorities and align activity to theCorporate Strategic Plan. Achieving our goal of ““OOppeerraattiioonnaall EExxcceelllleennccee”” and making progress withthese action plans will be led by Divisions with the support of the Service Regina Branch.

City of Regina 18


Acknowledgements

This document was developed with the assistance and support of the Customer Service Strategy Team andemployees from across the organization who participated in several focus groups. Our employees’ effort anddedication to customer service is clear and all have made a valuable contribution to the organization.

PP rroojjeecctt TTeeaamm MMeemmbbeerrss::Suzanne Bartel Jason Carlston Roland Gemmell Lynette GriffinAmy Lyster Carla Martynuik Sharon Medak Gayle SchwickrathLaurie Shalley Bonnie Shyngera Kathleen Webb Lisa Wilson-Sturm

A cross section of front line employees provided feedback on the tools, knowledge and support needed toprovide the best service possible.

Thank-you to everyone who participated in the various meetings, focus groups and feedback sessions thatoccurred during the creation of this Strategy.

The City of Regina also recognizes the support and contribution of several municipalities across Canada thathelped provide insights into best practices in customer service and strategy development. The willingness ofothers to share their experiences, outcomes, documentation, and lessons learned contributed to the finalquality and format of the City of Regina’s Customer Service Strategy.

We thank the following for leading the way and sharing their expertise:• The Cities of Edmonton, Calgary and Ottawa.• The Region of Peel• The Region of York• The Region of Halton• The Town of Markham• The Town of Richmond Hill

City of Regina 19


Appendix “A” - Customer Service Standards

Printed Communication StandardsSSeerrvviiccee wwiill ll bbee ttiimmeellyy::

• All mail that requires a response, will be responded to within 10 business days (from day of receipt), or an interim communication explaining the reason for the delay will be provided to the customer.

SSeerrvviiccee wwiill ll bbee pprrooffeessssiioonnaall::• Correspondence will be formatted to City of Regina templates and will provide accurate, precise and

complete information.SSeerrvviiccee wwiill ll bbee ttrraacckkeedd aanndd rreeccoorrddeedd::

• Customer inquiries and complaints will be logged in the appropriate records retention systems.• Customer inquiries that need to be handled by another department will be directed accordingly within

two business days.• If an individual is away, responsibility to review and manage incoming mail will be re-assigned.• Inquiries requiring multi-department responses will be coordinated by the receiving department and

assigned to the appropriate areas within two business days.Note: These standards apply to: letters, memo, faxes, requests for service (RFS) and requests for information (RFI).

Telephone StandardsSSeerrvviiccee wwiill ll bbee ttiimmeellyy::

• All phone calls will be answered within four rings, transferred to voice mail or forwarded to anotherphone line to be answered.

• All phone messages that require a response will be returned by the end of the next business day. If a full response is not available, the customer will be provided with a timeline for the full response.

• In-person service will take priority over incoming calls. Calls will be managed promptly andprofessionally by providing voicemail or call forwarding options for callers.

SSeerrvviiccee wwiill ll bbee ccoonnssiisstteenntt::• All phones will have voice mail options or will be set to automatically transfer to another staff member.• There will always be telephone coverage at front line reception areas during business hours. If staffing

is not available, phone coverage will be established by forwarding the phones to another area orhaving another area provide phone coverage support.

SSeerrvviiccee wwiill ll bbee ccoouurrtteeoouuss::• When answering the phone, a consistent City of Regina greeting will be given that identifies the

work area and the employee’s first name.• When a call needs to be transferred, the customer will be provided with the option of leaving a

voicemail or having a message taken. Before a call is transferred, it will be introduced and explained tothe receiving staff member.

• When customers call and ask for a specific work area, they will be referred to City Central and giventhe telephone number for the area in the event they are disconnected when transferred.

• When transferring an external call to the appropriate area, contact centres will provide a brief introduction to the work area regarding the customer’s enquiry.

VVooiicceemmaaiill wwiill ll bbee pprrooffeessssiioonnaall,, ccoonnssiisstteenntt aanndd ccoouurrtteeoouuss::• Employees will change the standard Sasktel message to a personalized City of Regina greeting.• Personal, recorded voice mail greeting shall indicate the employee’s name and work area.• Voice mail greetings will communicate the employee’s availability each week and extended absence

greetings will be used when away from the office.• Voice mail greeting shall provide an optional phone number to call or to dial zero to speak to a person.• A message shall be left for an external customer when voicemail is available.• When contacting a customer and reaching the customer’s voicemail, City employees will leave a brief

message and their contact information.

City of Regina 20


Appendix “A” - Customer Service Standards (cont.)

Sample Telephone GreetingsThe City of Regina customer service standards identify the expectations for telephone greetings. Samplegreetings that can be used include:

External Call“Good Morning/Afternoon, Sandra Schmirler Leisure Centre, Jane speaking, how may I help you?”Hello, Sandra Schmirler Leisure Centre, Jane speaking, how may I help you?Internal CallGood Morning/Afternoon, This is Jane, may I help you?Hello, this is Jane in Accounts Payable.

Note: Judgment will be used when answering forwarded calls from another area.

Sample Voice mail greetingsThe City of Regina service standards identify the expectations for voice mail greetings. Sample greetingsthat can be used include:

Daily/Weekly GreetingThank-you for calling you have reached Jane with the City of Regina Accounts Payable Area. I amcurrently unavailable to take your call so please leave me a detailed message along with yourname and a contact number and I will return your call as soon as possible.Absence GreetingThank-you for calling, you have reached Jane with the City of Regina Accounts Payable Area. I amaway from the office, returning on (insert date here). Please leave me a message or contact (insertalternative contact name and number here) for immediate assistance.

In Person StandardsSSeerrvviiccee wwiill ll bbee ttiimmeellyy::• All primary points of customer contact will be staffed during business hours.• At first point of customer contact, customers will not have to wait more than five minutes, 80%

of the time.• If on the phone and a person comes to the counter, the employee will acknowledge the

customer immediately.• The hours of operation open to the public will be displayed.• Notice to customers of any changes to hours of operation will be displayed a minimum of five

business days in advance of the change.

SSeerrvviiccee wwiill ll bbee pprrooffeessssiioonnaall::• Staff members will listen to requests/questions and ask for clarification if needed and provide

helpful knowledgeable and accurate information.• Public areas of all City facilities will be maintained to a safe, clean, tidy and operational standard.• All staff members will wear City and name identification (first name only).

SSeerrvviiccee wwiill ll bbee ccoouurrtteeoouuss::• Customers will be acknowledged immediately even if the staff member is on the phone or with

another customer.• Customers will be greeted with a courteous and professional greeting.

City of Regina 21


Appendix “A” - Customer Service Standards (cont.)

E-mail StandardsSSeerrvviiccee wwiill ll bbee pprrooffeessssiioonnaall aanndd ccoouurrtteeoouuss::

• E-mail replies will include an electronic signature. The signature should include (at a minimum)contact information such as name, job title, the Division/Department/Branch, telephone number,e-mail address of the sender and the City of Regina web link.

• E-mail responses will be written in a clear, complete, professional format using business language.• E-mail responses will be free of spelling and grammatical errors.• Confidentiality will be maintained as appropriate to the nature of the correspondence.

SSeerrvviiccee wwiill ll bbee ttiimmeellyy::• Customers will receive a response or acknowledgement of their e-mail within two business days

(48 hours) excluding weekends and holidays. Those inquiries that are acknowledged but cannotbe answered within this standard will be provided a time frame in which the customer canexpect a full response.

• E-mail rule to auto-reply or forward shall be set when away from the office for one or moredays, or proxy will be given so that e-mail can be managed by another employee.

• Employees in positions receiving high volumes of e-mail from external customers may consider enabling out-of-office rules for external e-mail.

Measurement of StandardsPerformance measures will be developed and aligned to the corporate Performance Management Programto demonstrate how well these standards are being achieved or whether targets are being met.Performance measurement information will be collected and reported annually through the use of:

• Reporting tools and mechanisms.• Customer surveys and comment cards.• Mystery shopping.• Employee feedback.• Manager, supervisor, and employee review.• Continuous performance management within work areas.• Other performance management and measurement systems as developed.

City of Regina 22


Appendix “B” - Implementation Plan

The corporate planning process will define the strategic and divisional priorities for implementation of theCustomer Service Strategy action plans. This high level plan is intended as a starting point and as theplanning process unfolds, the timelines and detailed plans will be developed and revised accordingly.

RReeccoommmmeennddeedd AAccttiivviittiieess::

22000088• Integrate customer service action plans into the corporate planning process.• Communicate the Customer Service Strategy across the organization.• Design and deliver fundamental customer service training for all employees, a review of the Request for

Service Process, and implementation of essential customer service standards will be the focus.• Research and conduct a needs assessment process to determine how to improve in-person customer

service delivery, safety and security.• Establish the priorities for the action plans within Employee Development goal and align with other

corporate employee development priorities.

22000099• Implement improvements to in-person customer service delivery• Examine hours of operation across the City of Regina and where appropriate enhance service provision.• Initiate investigation of contact centre enhancements.• Enhance payment methods and upgrade tools for customer service delivery.

22001100• Continue work on 2008 and 2009 priorities.• Build partnerships and strengthen relationships with other organizations and leading

customer service providers in Regina and across Canada.• Implement remaining corporate customer service standards.• Measure and manage performance.• Analyze and identify future enhancements.

City of Regina 23


Appendix “C” - Glossary

33--11--113-1-1 is a phone number used by municipal governments across North America. Providing one contactnumber for customers to call for access to information and non-emergency municipal services ensures quick,easy access to all City services and information.

3-1-1 improves service delivery by allowing operational areas to focus on their core business and managetheir workload efficiently.

One contact point for all services and information also provides more accurate, consistent measurement andanalysis of customer’s needs, concerns and service levels.

CCaall ll MMoonniittoorriinngg SSooffttwwaarreeSoftware that assists supervisors in evaluating the performance of customer service representatives: Focusedon the quality of interaction with customers, the intent is to identify improvement opportunities andrecognize successes.

CCaallll RReeccoorrddiinngg SSyysstteemmssSystems used to record telephone calls for performance evaluation purposes (see Call Monitoring Software)and/or for legal, safety and security purposes (e.g. recording 9-1-1 emergency calls).

CCaallll TTrraacckkiinngg SSyysstteemmssA technology that tracks contact centre statistics such as call volume, service level, call duration and callsabandoned.

CCiittiizzeennss FFiirrss ttCitizens First is a research undertaking by the public sector in Canada. The research provides insights andcomprehensive information about citizens and clients perception of the public services they receive fromgovernments at the municipal, provincial/ territorial, and federal levels.

Citizens First 4 is the most recent survey and is based on a representative sample of 6,994 Canadians inevery province and territory.

CCoorree SSeerrvviicceess RReevviieewwIn 2005, the Core Services Review, Choices for Redefining Excellence Report was presented to City Council.The external review was undertaken by City Council to identify ways to provide more efficient, effective andinnovative service for Regina citizens.

CCuussttoommeerr CCoonnttaacctt CCeennttrreeAn internal, telephone-based operation with a primary role to provide service and support for customersthrough both human-assisted and self-service interactions from multiple channels.

CCuussttoommeerr RReellaattiioonnsshhiipp MMaannaaggeemmeenntt ((CCRRMM))An approach to transforming the way a business interacts with its customers.CRM commonly involves the use of computer software applications that provide functionality ranging fromcustomer care and agent support within a customer contact centre to marketing. CRM software is used tomanage all aspects of a customer’s interaction with an organization including collecting, storing andanalyzing customer information.

City of Regina 24


Appendix “C” - Glossary (cont.)

CCuussttoommeerr SSaattiissffaaccttiioonn RReesseeaarrcchh TToooollssSoftware tools used to collect and analyze feedback and comments from customers.

OOmmnniibbuuss SSuurrvveeyyThe omnibus survey is the annual public opinion survey conducted by the City of Regina to provide ameasurement of customer satisfaction regarding a variety of City programs and services.

RReeqquueesstt ffoorr IInnffoorrmmaattiioonn ((RRFFII))City Central’s process of logging and forwarding customer requests for information to the appropriatedepartment for action.

RReeqquueesstt ffoorr SSeerrvviiccee ((RRFFSS)City Central’s process of logging and forwarding customer requests for service to the appropriatedepartment for action.

SScchheedduull iinngg SSooffttwwaarreeTool to schedule rooms, equipment, reservations, people and services.

SSeerrvviiccee CCaannaaddaaService Canada helps Canadians access the full range of federal services and benefits they want and need. Itimproves the delivery of federal government services to citizens.Service Canada’s goal is to provide Canadians with one-stop, personalized service they can access howeverthey choose – by telephone, internet, or in person.

SSeerrvviiccee CCaannaaddaa CCoolllleeggeeThe Service Canada College is the first government learning facility dedicated to service excellence. Locatedin Regina at the Service Canada offices, the college provides the training for Service Canada in-person andcall centre employees from across the country.

SSeerrvviiccee LLeevveell SSttaannddaarrddssService level standards are documented agreements between a business and someone using the business’services. They can be used internally within an organization to manage the provision of internal servicesbetween departments and service areas.

Service level standards create a common understanding between two areas of what each can expect fromthe other, including expectations regarding priorities, services and responsibilities.

City of Regina 25


Appendix “D” - Supporting Documents

The analysis conducted during the development of the Customer Service Strategy has produced a significantamount of supporting documentation. The information is available from the Service Regina Branch in theOffice of the City Manager and is also available on InSite under the Customer Service Section of the CityManager’s pages.

This additional information will be available to the work areas and teams responsible for implementation ofthe various action plans identified in the Customer Service Strategy.

LLiissttiinngg ooff SSuupppplleemmeennttaarryy DDooccuummeennttaattiioonn aanndd BBaacckkggrroouunndd DDaattaa::

• Customer Service Strategy – Strengths, Weaknesses, Opportunities and Threats Analysis• Customer Service Strategy – Public Focus Group Report• Customer Service Strategy – Employee Focus Group Report

Download - CUSTOMER SERVICE STRATEGY - University of Torontoportal.publicpolicy.utoronto.ca/en/ContentMap... · Customer Service Strategy How was the Customer Service Strategy Developed? In

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