2012 Customer Satisfaction KPI Research External Customers

Transcription

1 2012 Customer Satisfaction KPI Research External Customers

2 Changes from 2011 New this year: Cockburn Community Care Moved online: Libraries to target customers who don t go beyond the reserved area Moved to intercept: Youth Services to include Mobile Bus users and get better clarification of issues (by interviewers getting them to explain in more detail)

3 Strong KPI Results % KPI 6+ / 10

4 Stretch Target % KPI 6+ / / 10

5 Youth Services, Seniors Services, Libraries & Cockburn Community Care KPIs and Internal Targets Voluntary use services Visit experience 9+/10 % Satisfied KPI 6+/ Youth Centre 94.4 KPI scores continue to Youth Bus be amongst the highest These four business units are amongst the 9 Seniors Services Library - Customer Service with >50% truly satisfied. Library - Visit Experience Cockburn Community Care

6 Youth Services, Seniors Services, Libraries & Cockburn Community Care KPIs and Internal Targets Over Time KPIs remain KPI 6+/10 Internal Target 9+/10 stable / improving Seniors up slightly to 80 Variety of activities and programs Prices charged for classes % Evidence of continued strong service Youth Centre Youth Bus Seniors Services Library - Customer Service Library - Visit Experience Cockburn Community Care levels

7 Youth Services Highlights Fun place to go The staff willing to help with problems, easy to talk to Target for Improvements Variety of activities and programs Prices charged for classes Initiatives Improve the variety of activities, programs and classes by individual program evaluations each term and through contracting in specialist skill based activities e.g. for the mobile youth services bus. Follow up on IT capacity and lack of budget that prevent the Youth Centre from providing more advanced programs. Survey perceptions of value-for-money with parents of young people who engage in centre programs with a fee.

8 Seniors Services Highlights The staff easy to talk to, willing to help & able to pass you on to services / info that can help Target for improvement Variety and quality of the meals Initiatives Increase the vegetarian and low-fat meals options on the menu and people will be encouraged to advise the centre of specific dietary requirements. Feedback will continue to be monitored and changes made where necessary. Ensure that staff and volunteers wear name badges and that front desk volunteers will undergo customer service training. Continue to explore options to increase the effectiveness of the website and encourage members to access information from there.

9 Libraries Highlights The staff polite, helpful and knowledgeable Target for improvement Finding the resources (including books) Technology being easy to access and use Initiatives Raise awareness of the home library service. Improve the level of satisfaction with self-service terminals at Success (shopfront), and Spearwood through the introduction of Radio Frequency Identification solutions. Raise awareness of the library service s website.

10 Cockburn Community Care Highlights The staff polite, caring and willing to help Target for improvement Information provided make it easier to understand / less jargon More input from users into planning their service Initiatives Revise documentation to reduce jargon and make it easier to understand. Implement initiatives to improve the input (and perception of input) of clients into the planning of their service. Implement initiatives to improve customer knowledge of advocacy options.

11 Facilities Booking & Management Services Sports Field Hire & Booking Services KPIs and Internal Targets Facilities for hire Satisfaction affected by the 9+/10 % Satisfied customer service and the state of the facility being hired Facilities KPI scores are strong Facilities is one of nine business units with > 50% truly satisfied. Room to increase the % of truly Sports Fields satisfied customers of Sports Field Hire & Booking Services

12 Facilities Booking & Management Services Sports Field Hire & Booking Services KPIs and Internal Targets Over Time KPIs continue KPI 6+/10 Internal Target 9+/10 to be consistent with previous years Sports Field Hire achieved its highest % truly satisfied customers since 40 Facilities Facilities Hire is 20 Sports Fields 20 above period

13 Facilities Booking & Management Services Highlights Politeness / courtesy of staff Target for Improvement Fees too high Links with Building Management re cleanliness and upkeep Initiatives Establish and implement a detailed cleaning inspection program to better identify facility needs and requirements for community services. Ensure all primary halls entry swipe readers are alike in functionality and easy to use. Establish planned monthly walk through building inspection programs identifying facilities maintenance requirements.

14 Sports Field Hire & Booking Services Highlights Availability of staff Politeness / courtesy of staff Target for Improvement Fees Grounds being fit for purpose Initiatives Revamp website content on hall bookings to make information for booking halls easier. Implement new Bookings Management System. Electronic booking forms for reserves to be developed to make electronic bookings process easier.

15 Customer Services & Call Centre KPIs and Internal Targets The first point of contact for many customers 9+/10 KPI 6+/10 % Satisfied KPI scores are strong Customer Services and Call Centre are two of nine business units with more Customer Services than half its customers truly satisfied Call Centre

16 Customer Services & Call Centre KPIs and Internal Targets Over Time KPIs and % truly satisfied are consistent with last KPI 6+/ Internal Target 9+/ year 40 Customer Services Call Centre

17 Customer Services (front counter) Highlights Politeness / courtesy of staff Clear explanation of processes Providing clear & understandable information Target for Improvement Explaining what staff can do about your enquiry / application complaint Overall outcome of enquiry / request Initiative Make one computer terminal accessible in the front counter area with access to the City s website. CS team will educate and encourage customers to search and access Council Information via the website, including how to check the progress of building and planning applications via Masterview / use intramaps effectively etc (subject to budget).

18 Contact Centre Highlights The staff politeness / courtesy, willingness to help, explain things in a way the customer can understand Target for Improvement Turnaround times to speak with a CSO once the call was answered & to deal with the inquiry / provide service requested Initiatives Work to reduce transfer times through: Increased focus on interdepartmental training and information sharing between CS and other service areas to ensure calls are being directed correctly and efficiently. A review of methods used to notify the CS team of staff availability and movements within other service areas.

19 Henderson Waste Recovery Park KPIs and Internal Targets Monopoly service for bulk waste (but does compete with verge pick-up service) 9+/10 KPI 6+/10 % Satisfied KPI scores are strong Commercial Service provided to domestic users is one of nine business units with >50% truly satisfied. Room to increase the % of truly satisfied Commercial customers Domestic

20 Henderson Waste Recovery Park KPIs and Internal Targets Over Time KPI results are strong. KPI for Commercial is a significant KPI 6+/ Internal Target 9+/ improvement on last year. Other results 20 Commercial Domestic 20 are stable

21 HWRP Highlights Time it takes to weigh materials (commercial) Manner and helpfulness of staff (both) Access (domestic) Signage (domestic) Target for Improvement Advertising and communication of waste charges (Commercial) Layout and access to unloading, turning and safe manoeuvring (Domestic) Initiatives Improve onsite communications at the weighbridge and on the 2-way when the site is wet. Improve advice on fees at the weighbridge by providing indicative price increases in mid May. Improve landfill cell roads by providing further training to operators, advice at toolbox meetings and through supervision.

22 South Lake Leisure Centre CERM study by Centre for Tourism & Leisure Management, Uni of SA Highlights Politeness / courtesy of staff Activities, facilities Target for Improvement Facilities Maintenance Organisation Initiatives Install new Point of Sale system that will enable better communication with members and SLLC to take over Direct Debit billing and reduce fees to customers. Conduct customer service training for staff. Improve communications through SLLC Facebook page and e-newsletter. Undertake the annual CERM Customer Service Benchmarking Survey

23 Health Services & Swimming Pool Inspection Services (Building Services) KPIs and Internal Targets Have an enforcement and an advisory role. 9+/10 KPI 6+/10 % Satisfied Swimming Pool Inspection Service 45.1 KPI scores are strong Health Services One of nine business units with 78.4 more than half its customers truly satisfied Health Services KPI is statistically similar to previous years Swimming Pool Inspection Services (Building Services) Room to increase the % of truly satisfied

24 Health Services & Swimming Pool Inspection Services (Building Services) KPIs and Internal Targets Over Time KPIs and % KPI 6+/10 Internal Target 9+/10 truly satisfied are consistent with previous years 40 Health Services Swimming Pool Inspection Services (Building Services)

25 Environmental Health Services Highlights Politeness / courtesy of staff Providing clear and understandable information Target for Improvement Turnaround time Overall outcome of the inquiry / request Initiatives Focus on improving turnaround times for complaints Ensure that the Manager Health Services (MHS) is the only person who discusses Cockburn Cement with callers; MHS will clarify the City s role wherever possible. The MHS will advise the DEC of the larger than acceptable number of residents who claim that the man from EPA hung up on them. Environmental Health will differentiate between midge and mosquito when speaking to the public and have an awareness campaign of the difference at least once a year.

26 Swimming Pool Inspections (under Building Services) Highlights Perfect scores on all five measures Target for Improvement Information contained in the inspection notification letter Being able to make an appointment at a convenient time Initiatives Review information contained in inspection notification letter Review options to facilitate making inspection appointments at more convenient times

27 Building Services & Planning Services KPIs and Internal Targets Statutory / regulatory functions 9+/10 KPI 6+/10 % Satisfied There continue to be opportunities for Strategic Planning Services improvement. The challenge facing these business units is Statutory Planning Services evident by the gap between the % truly satisfied and the % satisfied overall (KPI). Building Services

28 Building Services & Planning Services KPIs and Internal Targets Over Time KPIs for both Statutory Planning Services 100 KPI 6+/ Internal Target 9+/ Information 70 contained in the inspection 80 notification letter 60 Being able to make an appointment at a convenient 50 time 60 and Building 40 Services are showing a downward trend Strategic Planning Services Statutory Planning Services Building Services

29 Building Services Highlights The staff politeness / courtesy & willingness to help Target for Improvement Turnaround times Staff availability Initiatives Engage an external consultant to undertake a business process review Review standard outgoing correspondence. Install billboards software to enable more detailed and accessible business reporting (subject to finding a $20,000 budget)

30 Strategic Planning Services Highlights Politeness / courtesy of staff Process explained in a way the customer could understand Target for Improvement Availability of staff Overall outcome of enquiry / application Initiatives Naval Base information (pro-forma documents) should go up on the web. This would be through a short or direct URL address. Photo library to be established. (Organisation of do s and don ts to be completed at a later stage) Create FAQs for structure plans in plain English

31 Statutory Planning Services Highlights The staff attitude, knowledge and providing clear & understandable information Target for Improvement Turnaround times Initiatives Implement an Online Fast Track application process that will enable applicants to choose to submit fast track applications via the online lodgement system, which will allow access to the fast track system. Provide a detailed FAQ on the City s website via Masterview Review telephone pick up procedures, use of message bank etc. with Customer Service Coordinator to ensure best possible customer service outcome.

32 Conclusions Another year of strong performances in external customer satisfaction. For most business units, satisfaction is similar to last year and many of the previous years Evidence of strong and consistent service delivery Highlight perfect score (overall satisfaction) for Seniors Services and Customer Services No decreases in KPIs One increase in KPI Strong overall results do not always flow on to the levels of truly satisfied customers

33 Conclusions Your staff are an asset to the City Polite Helpful Good to deal with Where the City is let down: Resources (and resourcing) Processes in some areas For some overall outcome of their enquiry / application