SEPTA Customer Service Program Report

Transcription

1 SEPTA Customer Service Program Report SEPTA is committed to consistently deliver a positive customer experience! We are driven by our customers and fueled by their expectations. January 2015

2 Table of Contents Page # Introduction from AGM Kim Scott Heinle 2 Internal Customer Service Initiatives & Progress Complaint & Commendation Metrics 3 Customer Service Call Center Metrics 4 Social Media Metrics & Performance 5 Service Quality Overview 6-7 BASCSC Progress Report 8 SEPTA Customer Connect (SCC) Update 9 CS&A and SEPTA Key Rebuilding for the Future Highlights 12 Other Divisional Customer Service Initiatives 13 Looking Ahead to Fiscal Year

3 Introduction Kim Scott Heinle, AGM What is expected by a customer is predicated on past experience. Excelling at service means having the capacity to meet and exceed customer expectations on a regular basis. As we achieve success, it sets the bar higher. It raises our customers expectations about what we are capable of doing. SEPTA is committed to consistently deliver a positive Customer Experience! We are driven by our customers and fueled by their expectations. Sound familiar? It should. It s our Customer Service Vision statement. Being Customer-Focused has been part of our agenda since 2008 when Joe Casey became the General Manager. It remains true today. We need to continually define our work priorities around the 4Cs of Customer Service, and make sure that our efforts are aligned with customer needs and expectations. Every New Year ushers in anticipation and excitement. Looking forward, 2015 will have a host of important events that will require a total team effort. First and foremost will be the transforming effect of the SEPTA KEY (no longer New Payment Technologies ). This project will continue to consume our time and attention until it finally bursts onto the scene sometime in the second half of the year. Stay tuned!! But we also have another Winter Season to manage, the Flower Show and a very hectic construction season, and in the fall, a visit by the Pope and about two million of his faithful. This report takes a look back to where we have been, and looks forward to where we are heading. Let s sustain the tasks that are doing well and focus on improving the items where there is well, room for a little improvement. Kim Scott Heinle Assistant General Manager Customer Service & Advocacy 2

4 ,994 2,839 3,130 3,009 3,897 4,006 Complaint & Commendation Metrics Complaints & Commendations A key performance indicator for the Customer Service Call Center is the percentage of Calls Resolved at First Contact. During the last six months of 2014, we achieved a landmark 91% of contacts resolved at first contact, up 7% from the comparable time period in Complaints Resolved 1st Contact Straight line represents 2013 average 88% 91% 92% 88% 91% 92% Straight line represents 2013 average Jul Aug Sep Oct Nov Dec In addition, for four of the last six months SEPTA s Commendation to Complaint Ratio performed at levels exceeding our 5 year goal as stated in the Strategic Business Plan. Commendations Commend/Complain Ratio Straight line represents 5 year goal 6% 7% 5% 6% 6% 7% Straight line represents 2013 average Jul Aug Sep Oct Nov Dec 3

5 5,197 4,538 5,037 4,470 4,580 5, , , , , , ,834 Customer Service Call Center Metrics Customer Service Contact Center Call Volume Call volumes were relatively steady during the last six months of 2014 for both the CS and CS/CCT Call Centers. The percentage of dropped calls declined to historic lows, with the CS Call Center experiencing an improvement of 54% from 2013 s average. Straight line represents 2013 average CS: Calls Answered 9% 7% % Dropped Straight line represents 2013 average 5% 4% 4% 3% Jul Aug Sep Oct Nov Dec In addition, the CS/CCT Call Center also achieved a 44% reduction in dropped calls from the comparable period in CS/CCT: Calls Answered % Dropped Straight line represents 5 year goal 9% 4% 7% 8% 12% 6% Straight line represents 2013 average Jul Aug Sep Oct Nov Dec 4

6 10,346 10,563 10,788 11,249 11,497 11,654 2, , , , , , ,782 7,018 7,178 7,518 7,777 7,990 Social Media Metrics & Followers, Likes & experienced steady but modest growth July through December. This moderate growth is attributed to the decreased ridership level during the summer months. A slight increase in engagement occurred during the back to school period. Additionally contributing to the lowered growth rate is the fact that technology savvy customers are increasingly using the thriving official SEPTA Apps, in turn mitigating customers' reliance on for real-time transit information. SEPTA_SOCIAL Followers Growth Rate Mentions Sent Tweets 2% 3% 2% 5% 3% 3% Jul Aug Sep Oct Nov Dec Facebook Likes Jul Aug Sep Oct Nov Dec Likes Growth Rate 4% 2% 2% 2% 2% 1% Jul Aug Sep Oct Nov Dec It has also been speculated that there may have been a decline in the novelty of a primarily customer service SEPTA Twitter account over time, leading to a follower plateau. This theory prompted CS Social Media staff to explore and employ strategies to gain followers and increase engagement. In late 2014, these strategies have included increased customer follow up and spontaneous recognition, along with small contests and giving out prizes. CS Social Media staff expects to play a role in the advent of the SEPTA Key roll out and through sustained implementation via a social presence; subsequently leading to greater staffing challenges. 5

7 Service Quality Overview (1 of 2) One of the ways that Customer Service helps the disabled community is through our Service Quality team performing audits of stop announcements on vehicles. The evaluation of stop announcements is critical to SEPTA s compliance with the Americans with Disabilities Act (ADA). Service Quality increased their number of evaluations performed overall by 13% in the last six months of In addition, SEPTA s performance in these evaluations has consistently exceeded the important 90% compliance threshold. These stop announcement appraisals are graded across modes on a pass-fail basis. Stop Announcement Evaluations 98% 96% 97% 95% 94% 1,720 92% 1, # of Surface Evaluations # of Rail Evaluations # of Sub/El Evaulations Surface Compliance Rail Compliance Sub/El Compliance Jan - Jun 2014 Jul - Dec 2014 Service Quality also evaluates 4 C (Cleanliness, Convenience, Communication, Courtesy) performance across all service modes. Elements comprising the 4 C s are also graded on a pass-fail basis for vehicles and services. The below chart illustrates 4 C performance by Surface, Rail and Subway/El services from July through December of Vehicle and Service 4 C Compliance Rates 2014 Surface Rail Subway/El 92% 98% 95% 96% 98% 96% 94% 98% 89% 92% 95% 73% Cleanliness Convenience Courtesy Communication Surface scores for Communication were impacted by a lack of schedules available on vehicles observed and lagged other modes mostly due to this one criteria. 6

8 Service Quality Overview (2 of 2) In 2014, Service Quality staff began to evaluate stations with a little more depth. While elements comprising the 4 C s are graded on a pass-fail basis for vehicles and services, station quality scores are now rated across a 4 point scale- 1. Unacceptable, 2. Poor, 3. Good and 4. Excellent. 9% 91% Convenience (Average= 3.88) 4% 92% 6% 1% 96% 3% Station Evaluations (n=218) Cleanliness (Average= 3.70) 11% 80% 93% Courtesy (Average= 3.93) 97% Communication (Average= 3.93) 3% 95% 2% Unacceptable 98% Poor Good Excellent As in previous intervals, scores across all modes for vehicles, service and stations are well above industry standards and are considered excellent in most areas. That said, some key areas (schedules and cleanliness on Surface) can be improved. Service Quality has shared their observations and findings with appropriate Operations staff with data available at the Divisional level to benefit relevant resource allocation decisions. As we move forward in 2015, Service Quality will continue their evaluations and monitor the impact of their recommendations in the future. 7

9 BASCSC Progress Report The Building a SEPTA Customer Service Culture Program (BASCSC) had a productive year in Each of the six BASCSC Action Teams made tremendous progress on their way to the BASCSC Summit (right photo above) held October 21, 2014: Action Team 1: Employee Recognition and Recommendations Developed and is implementing a three pronged approach to employee recognition: Formal Recognition such as Years of Service, Informal Recognition identifying small successes and Peer Recognition through coworker input. Action Team 2: Facilities Improvement Teams (FIT) The FIT Team has completed over 17 projects and is keeping busy with current FIT construction projects at Allegheny, Berridge Complex, Media Yard, NHSL Carhouse and Frazer & Woodland Shops. Action Team 3: Employee Camaraderie and Morale Action Team 4: Internal (Employee) Communications Action Team 5: Airport Line Visitor Experience Action Team 6: Business Services is Internal Service Held the annual Employee Zoo Fest (left photo above) GM Shadow Day, and the Holiday Vehicle Decorating contest (center photo), where over 600 SEPTA employees, family and friends were in attendance! Developing a template for intranet content to be submitted by SEPTA employees. In final phase of development for BASCSC intranet page, as well as developing Peer Recognition webpage for Action Team 1. Conducted survey of Regional Rail s Airport Line riders to understand how they feel about the value the line offers. From survey findings, made several recommendations including offering dedicated cars and crew for the Airport Line. Conducted initial Internal Procurement Customer Satisfaction Survey to get feedback on performance to benchmark improvement in quarterly surveys going forward. 8

10 SEPTA Customer Connection 2014 Review SEPTA s Customer Connection (SCC) program offers customers the opportunity to meet staff members from different departments across the organization and learn about the many positive improvements SEPTA is making was a busy year for SEPTA s SCC Team. In July, SCC team members greeted visitors for the America s Birthday celebration at Independence Visitor s Center, promoting the Phlash shuttle and other services for tourists, and also at the intersection of 15 th and Market Street for Get the SEPTA Word Out, creating awareness of infrastructure improvements that will be impacting MFSE, BSS, Bus and Trolley riders in the future. In August, three SCC events occurred: Get the SEPTA Word Out at Fern Rock Transportation Center, SEPTA Phillies Event at AT&T Station and the Schedule Change Promotion at Frankford and 69 th Street Transportation Centers. In September and October, SCC staff organized the Owl It Up! promotion at Temple University Station and the QuietRide & More event at Jefferson and Suburban Stations. Whether creating awareness for infrastructure projects and schedule changes or just saying thank you for riding, SCC events are a great platform to educate riders and improve customer satisfaction with SEPTA services and facilities. 9

11 CS&A and the SEPTA Key (1 of 2) As the SEPTA Key moves forward, CS&A continues to position our team to assure that our resources are aligned with this dramatic shift in our fare payment process. As we all know, the fare payment transition will not only directly impact SEPTA internally, it will also be cause for a dramatic change for our valued customers. As with any change, CS&A anticipates that our division will serve as a valuable resource to respond to customer inquiries, including: educating the customer on the SEPTA Key, responding to issues that may occur, expanding knowledge of the SEPTA Key to resolve issues immediately, directing customers to the proper channel and also serving as an information clearinghouse for SEPTA to assure that repetitive issues are communicated to management for resolution. As CS&A prepares for the future of the SEPTA Key, below is a summary of past years accomplishments and action items that are being advanced to align our division with the associated demands of the New Payment Technology: SEPTA s Contact Center SEPTA s contact center is more than a Call Center. We have consistently positioned our division to serve as a key resource for our valued customers. As we all know, communication years ago was primarily rooted in phone calls. Over the years we have launched an expanded proactive Social Media presence, introduced Web Forms and , introduced online chat and implemented a Customer Management System (VERITAS) that assures our customers receive a response within a timely manner. As we move forward, the Contact Center has taken the following steps in preparation for the SEPTA Key launch: Assess projected staffing needs and development of staffing schedules to expand hours of operation for initial launch. Developing training strategies aligned with a Train the Trainer concept to assure all CS&A staff can respond to a wide array of inquiries, minimizing a ping pong affect from one source to another. Assessment of Social Media strategies and staffing to assure that we are positioned to respond to SM comments and also be a proactive resource to quell misinformation. Expansion of VERITAS system to collect data associated with SEPTA Key issues, expansion of reporting capabilities and streamlining response process to meet customers expectations. Advancing discussions with SEPTA Key management team with a focus on XEROX Customer Support Contact Center. 10

12 CS&A and the SEPTA Key (2 of 2) Customer Service Field Offices Customer service currently has (7) field office locations that are strategically located in SEPTA s Transportation Centers and additional high volume travel locations. Our field office team members come in direct contact with our customers and provide services that include: travel information, schedule fulfillment, receiving complaints and commendations, and processing Senior and Reduced Fare Cards. As the SEPTA Key advances, we anticipate that our CS Field Offices will serve as an important front line resource for SEPTA. Although the Senior and Reduced Fare Card services are being realigned to another department, we anticipate our face to face in the moment interactions with our customers expanding dramatically. The following strategies are being advanced in preparation for the SEPTA Key: Evaluation of all field office location physical capabilities to assure they are equipped to support the SEPTA Key. Developing training strategies aligned with a Train the Trainer concept to assure field office staff can respond to a wide array of inquiries to meet customer expectations. Prepare field office staff to proactively serve as a resource to educate the customer and prepare the customer for the SEPTA Key. Assess projected staffing needs and realign current staff to meet the challenges associated with the launch of new payment system. 11

13 SEPTA Rebuilding for the Future Highlights in 2014 Pennsylvania Act 89 passed in 2013 and SEPTA has wasted little time getting shovel ready infrastructure projects off the ground. The Act, which provides long term funding for system upgrades and maintenance, will allow SEPTA to make needed investments to provide safe, reliable service and improve the travel experience for our customers. While SEPTA crews are busy making important improvements to our infrastructure, Customer Service has a critical role to play, in terms of educating customers on how upgrades that are in process will impact their commutes, as well as responding to individual questions and concerns riders may have. In 2014, the following projects, among many others, were underway: Media/Elwyn Regional Rail: Catenary, Cobbs Creek & Darby Creek Viaduct Structural Improvements 23 rd & Venango Loop Improvement Margaret-Orthodox Station Improvements & ADA Enhancements Center City Trolley Blitz & Route 11 Main Street Track Reconstruction Temple Station: Roof Replacement 5 th Street Station: Facilities Rehab & Waterproofing Chestnut Hill West Regional Rail Line Bridge Repair Regional Rail Stone Arch Bridge Rehabilitation Program Norristown High Speed Line Tie Replacement and Continuous Welded Rail Many more projects are on tap for 2015 and the years to come, thanks to Act 89 and the hard working SEPTA crews in the field that are making a difference for our customers. SEPTA Customer Service will be there too, providing support and communicating with riders about the impact of these projects on their travel, both during construction and also discussing the improved service and facilities they can expect in the future. 12

14 Other Divisional Customer Service Initiatives The central goal of SEPTA s Customer Service Program, since its inception in 2008, has been to excel at meeting and exceeding our customers expectations. While internal CS&A initiatives and programs are focused on achieving this, every other division within SEPTA has taken this objective to heart and are making customer service a priority. The following are just a sampling of the efforts outside of CS&A that are contributing to making customer service a core competency of SEPTA: Audit, Safety & Inv. Make the Safe Choice customer safety awareness initiative Never Too Busy For Safety employee safety awareness initiative Operation Lifesaver Station Safety Blitzes Business Services Station Wi-Fi Real Time Information SEPTA mobile APPs EM&C SEPTA Key Rebuilding for the Future Program Stations & Vehicle cleanliness processes/standards (shared with Ops) Finance & Planning Sustainability Program Transit First Initiatives Expand Recycling Program at all SEPTA Facilities and Stations Human Resources Improvement of ADA Training for front line employees Customer Service Training for field and management employees. Operations CCT Policy Enforcement Emergency Response Coordination to Operational Incidents On Time Improvement Committees Vehicle Reliability and Availability Improvements Legal Under development for FY 2016 Public/Govt. Affairs Enhance outreach to elected officials to address constituent transportation issues Facilitate inter-agency cooperation As stated above, this list is by no means a comprehensive representation of all of the programs and efforts that are going on within the agency, just a sampling of key programs that will provide benefits for our customers and better serve them. All of these programs combined with our commitment to providing the highest level of customer service on a day to day basis for our ridership will help SEPTA continue to set the standard of excellence for the transit industry. 13

15 CS&A Looking Ahead to Fiscal Year 2016 (1 of 2) Customer Satisfaction Survey Revamp One of the key CS&A initiatives highlighted in SEPTA s Strategic Business Plan is an update of the biennial Customer Satisfaction Survey (CSS). CS&A staff are taking a holistic approach to this refresh, looking at the content of the questionnaire, as well as the methodology, survey distribution, data collection and analyses performed to determine the optimal design and Key Performance Indicators (KPI) for the organization to focus on going forward. As such, in order to be more responsive to the voice of our ridership, SEPTA will be performing the CSS annually. Capturing data yearly, as opposed to every 2 years, will allow us to more quickly identify and react to issues uncovered and more frequently update our understanding of customer perceptions of service. By making these improvements, SEPTA will be better informed of customer needs about the services we provide and in a better position to meet and exceed their expectations. A more detailed plan will be unveiled within the next few weeks as CS&A finalizes the research design program. Performer Permit Program SEPTA s performance permit program is aimed at improving the customer experience and providing a cultural diversity to travelers in SEPTA s two center city Regional Rail stations, Suburban & Jefferson Stations. This program started in 2004 and has been continually in effect since then. It provides a no charge permit to musicians to perform at SEPTA designated performance areas within the aforementioned stations. These permits are approved on a monthly basis and allow musicians to reserve specific performance locations for designated three hour timeslots throughout the month. The program has minimal restrictions on participants eligibility, as the only requirement to be accepted into the program is completion of the application document and provision of a state issued photo ID. The current and past musicians have been from all walks of life and backgrounds and have helped SEPTA showcase Philadelphia s culturally diverse demographics and offerings. The first ten years of this program has seen many different performers come and go and it continues to afford a steady opportunity for local musicians to showcase their individual talents, in a public forum at no charge to them. However, as we enter into 2015 the program is poised to take on a new facet. (continued on page 15) 14

16 CS&A Looking Ahead to Fiscal Year 2016 (2 of 2) Performer Permit Program (continued) Beginning in 2015 the program will expand to include the showcasing of larger group musical ensembles. These groups will be permitted on a Special Event per instance permit, as well as a once a month SEPTA Spotlight On series permit. These additions are aimed at offering local music schools and performing groups the ability to perform at SEPTA s stations, while broadening the appeal and quality of music offered to those present at the stations. Our initial pilot for group performances took place on Sunday December 14, 2014, with the Got Strings Youth Orchestra, from the Souderton area, performing holiday themed music at both Suburban and Jefferson Stations. The pilot was well received by the travelers present on that day and the group provided those guests with some fantastic orchestral renditions of classic holiday songs. Our next scheduled group performances will take place at Jefferson Station during the week of The Philadelphia Flower Show in late February / early March. Other Special Event permits during 2015 are targeted for the major national holidays and significant local events. The SEPTA Spotlight On series is slated to begin sometime in the spring of 2015 and is still in its final stages of development. However, the premise is to offer a group performance to the Friday afternoon rush hour travelers once a month. Partnerships with several locally based music institutions are in the works as well as some of the local Philadelphia music industry firms. 15