15. Customer Service and Communication

Transcription

1 Background Each unit within Boise Parks & Recreation (Department) strives to adhere to the same standards of quality, efficiency, and friendly service for its customers. Customers are served in person when they call during business hours or walk into the Department s Administration Office, City Recreation Office, Fort Boise Community Center, Zoo Boise, Community Forestry, Design and Development Office, and Warm Springs Golf Course. This personalized service is a hallmark of the Department and illustrates its commitment to meeting customer needs. In addition, the Department provides services to its staff and other City departments. The needs of these internal customers are important to the Department s overall quality and efficiency for service delivery. Boise residents expect and demand that city government be responsive to their needs and provide timely and accurate information about its services. Boise Parks & Recreation seeks to maintain and improve its ability to communicate with citizens regarding park and recreation opportunities available. Changes in lifestyle, communication technology, and use of discretionary time require that the City and its departments keep pace with the community s customer service and communication expectations and demands. Boise Parks & Recreation s Administration Unit is in the forefront of delivering customer services and providing communications about the Department to internal and external customers. The Administration Unit provides the following services to park and recreation patrons and Department staff: Community relations and public information Park use/special event/reservation coordination Volunteer and partnership opportunities Property and water administration Administrative support Computer support Risk management and safety Accounting/budgeting/finance The unit s professional staff uses a variety of methods to meet the Department s overall customer needs efficiently when they provide these services. The following key functions are performed by Department staff: 1) customer service, 2) communications, 3) Internet, 4) public safety and security, and 5) facility reservations and special events. The first three of these functions are discussed in this chapter. Chapter 16 addresses public safety and security, while chapter 10 addresses facility reservations and special events. Customer Services Phone calls are tracked at the Department s Administrative Office to determine the volume of calls received. For example, 196,302 calls were taken at the front desk in 2002! Throughout the years, staff have evaluated programs, facilities, and customer service based on return customers, customers requesting specific staff for assistance, customer surveys, customer concern forms, requests, questions received, and other communications. Each of these helps the Department evaluate and improve its customer services. Services such as accounting, payroll, and computer support are vital to the Department s ability to provide and receive 1

2 services. Similarly, providing adequate professional administrative staff to assist the public or support management staff is important. Staff members must be well trained, supplied with necessary equipment, and given support and encouragement to serve as the City s first line of customer service. Such training and support are particularly important in the Recreation Unit since a significant number of staff are hired part-time to fill these critical customer service positions. As the demand for Department services grows, so does the need for professional administrative support services. Technology has improved efficiency and allowed existing professional staff to provide solid support services. But the number of administrative staffers has not increased. Continued growth and demand for the Department s services or projects will be hampered unless additional professional staff is added. Internally, Department staff evaluate programs and services by forming special-purpose teams and conducting regular follow-ups and audits. For example, the File Management Team reviews each unit s files to determine whether state and city laws and guidelines for public records are being followed. This review reduces potential liability that the City has in keeping or not keeping records for designated time periods. These efforts also help the Department to organize, store and retrieve public records cost effectively and efficiently. Supervisors conduct regular employee evaluations to assess each person s service contributions and to provide feedback on work performance. Some areas evaluate other supervisors, coworkers, and department service functions to determine how processes or services could be improved. This information is helpful for maintaining and improving communications and customer service functions and for identifying process improvements for delivery of services. During the summer of 2003, Department staff began to gather information from customers at the completion of recreation programs and classes. Starting in the fall, customers are routinely given a survey that asks about the quality of instruction and registration. The survey also asks how customers heard about the City s recreation programs. This information provides data that the Department needs to continue improving customer service. A valuable and unique perspective is provided each time the Department evaluates staff or services or reviews tracking information. These evaluation processes provide the Department opportunities to enhance existing services and improve them to better serve each customer. The Department should continue proactive efforts for seeking input from external customers via surveys, personal contact, s, and other means. It is recommended that the Department continue to review existing programs to ensure that they continue to meet customer needs and Department service objectives. The Department must also use evaluations and tracking data consistently to better its services and maintain communications with the community, customers, and employees. Communications As the City grows, communicating with the public about park programs, facilities, and activities becomes increasingly difficult. The 2003 recreation survey of households (see the appendices) asked participants how they had heard about Boise Parks & Recreation programs. A majority indicated from friends and neighbors, reflecting the importance of good customer service and word-of-mouth advertising. The media was the second-ranked source of information about the Department, while the Activity Guide was the third choice. Yet the Activity Guide has historically been the 2

3 Department s single largest communication tool, representing about 60% of the entire marketing budget. The Department has spent about $40,000 annually for printing and distributing the guide three times a year. To maximize marketing dollars, the Department has contracted with The Idaho Statesman to begin inserting the Activity Guide into the daily paper, expanding the distribution of each guide to about 43,000 Boise residents. In the last 15 years, the Treasure Valley has grown significantly, as has the competition for education and entertainment dollars. Roaring Springs Water Park, the Boise Spectrum, ceramics studios, new golf courses, private swimming pools, and other services compete with Boise Parks & Recreation programs. To remain economically viable, the Department needs to retain customers, improve customer satisfaction, identify attractive new programs, expand marketing efforts, and avoid duplicating private-sector services. Therefore, the Department will need to carefully focus its marketing resources more narrowly because of limited marketing funds. The key areas that the Department is pursuing are media partnerships, online information and services, and direct mailings of program information. The Department is working to form more partnerships with radio, television, and print media to promote events, programs, and facilities and compensate for lack of funds to buy media advertising. Successful examples include agreements with News Channel 7 and Boise magazine for promotion of the Penguin Pavilion; sponsorship by Clear Channel Communications for the Ice Cream Zoofari evening series at Zoo Boise; weekly radio spots on KIDO radio, a Journal Broadcast Group station on which the recreation superintendent can promote programs; and sponsorship of the 2003 Summer Camp & Activities Fair by Boise Family Magazine, Fox 12, and The Idaho Statesman. The Department must continue to develop these and other relationships with media outlets so that it can expand its customer base and promote its services cost effectively. Online registration and reservations are helping the Department build a database that provides a better understanding of City demographics and geography. A review of last year s data, for example, shows that most customers of Fort Boise Community Center programs are concentrated in two zip codes, and The Department is responsible for expanding the reach of its services to the entire city. The City needs to continue efforts to inform citizens about program offerings in City parks and recreation facilities near them. For example, playcamps are offered at five City parks. In the spring of 2003, recreation coordinators sent a direct mail flyer to residents of neighborhoods near each of the five playcamps. This effort resulted in a 10% increase in advance registrations for the year, suggesting that the Department should further explore cost-effective methods for target marketing, such as direct mailing, neighborhood groups, and other means. The Department s direct mail capabilities would be vastly enhanced by using geographic information systems (GIS) data already compiled by the City. By using census and other available GIS data, the Department could direct mail information to households with a higher propensity to participate in Boise Parks & Recreation programs. For example, the Department could focus on marketing programs targeting families with children under 6 years old. Other parks and recreation agencies (notably the one for Roseville, CA) have been using this tool with great success. 3

4 Internet Boise Parks & Recreation is one of the leading departments in the city for implementing online services, such as online payments, reservations, and registrations. Statistics maintained by the City s Information Technology Department reflect increasing Internet use by Boise Parks & Recreation customers. Use of the web site ( is expected to continue growing as the Department expands information and services by implementing an online registration system. Demand will continue to increase with time as customers become more accustomed to finding information online. The Department has embraced technology and provided information and various services over the Internet. Department news releases, upcoming events and meetings, park master plans, construction activities, and facility information are all available online. Also, services available online include class registration, facility reservations, online payment, and responses to requests specific to the Department s individual units. As more people look for instant services, the Department is expanding its technology and providing 24-hour access to its information in this manner. Information posted to the Internet must be current and accurate. It is also important to ensure that City staff know the availability of such information so that they can share it with other customers and respond to questions quickly. The Department s efforts to increase participation are reflected in increased Internet registration statistics. A comparison of enrollments from 2002 to 2003 showed that winter registrations increased by 14%, spring 24%, and summer 8%. Internet registration represented 11.6% of total summer registrations and 6% for fall and winter. Earlier in the season, summer registrations were running 17 to 20% of the total (during the period when swim lesson registration was available on the Internet). It is interesting to note that 18% of parents signing children up for the playcamp program used the Internet to pay for weekly enrollment, 32% of swim lesson registrations in May were by Internet (especially given that such registration was only available beginning June 2), and 19% of tennis and 13% of art participants enroll by Internet. The Department began offering online reservation of softball fields in February 2003, an action that resulted in 36 of 321 teams registering via the Internet rather than in person. The Department opened some picnic and garden areas to Internet reservation in May 2003, which resulted in 80 of 867 reservations occurring via the Internet. Overall, the Department experienced 2,563 Internet customer sessions during June 2003, with 23,862 activity file requests. Centralization of information on the Internet has allowed Department staff to respond more quickly to customers because the information is now at their fingertips. The City s intranet is also a fast way for Boise Parks & Recreation staff, other City departments, and decision makers to access policies and procedures, meeting minutes from various committees, logos, and other information. Through the Internet and the City s intranet, new software protocols and capabilities file management, PeopleSoft, Image AXS, and Safari allow reservation, financial records, customer information, and other information to be retrieved quickly and more accurately than before. As people realize that information is easier to retrieve and less time consuming than personal visits or phone calls, they are making more requests to and demands on the Department. Demands for instant service requires training to keep staff updated on record retention, document management, helping customers access online services, and various other aspects of computerization. Such training and abilities require additional hardware and software, thereby increasing the Department s reliance on technology. The Internet and new computer technology 4

5 makes the amount of information available almost overwhelming. Information must be organized and presented effectively, and staff must be trained on how to find and retrieve information efficiently to fulfill customer needs. Continuing these efforts will ensure that customer service goals are delivered with greater efficiency and improved customer satisfaction. Policy Questions 1. What impact will changes in technology have on the Department and its ability to deliver information and quality services to benefit citizens, customers, and staff? 2. What changes should be considered in how the Department communicates with the public regarding park and recreation facilities and services? Discussion Citizens expect that the City will provide good customer service in its delivery of parks and recreation services. Meeting that expectation should continue to be a top priority for Boise Parks & Recreation. The Department should continue to develop and implement customer service initiatives, particularly regarding overall staffing levels, staff training, response to public information requests, and customer surveys. The Department must expand and improve its use of technology and the Internet to address the needs of citizens and customers in finding information about the City s parks and recreation system, registering to participate in upcoming events, signing up for recreation programs, reserving picnic facilities, and reporting problems. The Department must also continue developing a focused communications and marketing plan that promotes media partnerships and use of target marketing techniques. Finally, the City should continue efforts to fund training that helps staff to develop and maintain customer service skills. Recommendations 1. Continue to provide quality, efficient, and friendly service for customers. a. Add professional administrative support staff to meet customer service needs and maintain the quality and efficiency of critical Department support functions. b. Continue efforts to proactively seek input from Department customers via surveys, personal contact, s, and other means. c. Continue to review existing programs to ensure that they meet customer needs and Department service objectives. d. Use evaluations and tracking data consistently to enhance service delivery efforts and maintain communications with the community, customers, and employees. e. Consider implementing 360-degree employee reviews and solicit feedback from customers as well as coworkers. 5

6 2. Maintain and enhance customer service standards and technology improvements to ensure continued attention to quality and responsiveness to customer service needs. a. Increase funding to train and reward employees for excellent customer service. b. Encourage employees to develop skills and provide time for training. c. Ensure that training is provided as changes in technology and software are implemented. d. Continue to fund computer equipment and software upgrades. e. Maintain and expand staffing of computer technical support services for the Department. f. Add a position as Department webmaster for Internet services. 3. Maximize the Internet as a tool for reaching internal and external customers. a. Maintain and expand Internet registration capabilities. b. Update and provide quality web site content. c. Train staff on use of the Internet and City intranet to promote efficiency in responding to customer needs and questions. d. Regularly analyze web traffic to identify trends and process improvements. e. Implement web-based surveys and interactive questionnaires for purposes of marketing, promoting public involvement, and increasing awareness of challenges and opportunities related to the City s parks and recreation system. 4. Develop and implement a communications and marketing plan for the Department. a. Carefully focus marketing resources more narrowly due to limited funds. b. Expand marketing resources by continuing to pursue media partnerships, develop online information and survey services, and provide increased direct mailings of program information. c. Explore cost-effective methods for increasing target marketing such as sponsored direct mailings, neighborhood Internet links, partnerships with public schools, and other means. d. Increase use of GIS for customer research; data gathering; and direct marketing of programs, facilities, and services. e. Integrate marketing data and strategies into program and facility development efforts to help refine services and aid involvement. 6