FY17 Customer Service Annual Report

Transcription

1 Maryland Environmental Service Customer Service Annual Report

2 Report compiled by: Beth Wojton Chief of Staff (410) With contributions from: Cecelia Donovan Steve Tomczewski Jewel White Sharon Merkel Alicia Settle Editorial review conducted by: Roy McGrath Director (410)

3 Table of Contents FY17 Highlights... 4 Recognition Given to Employees... 5 Leadership Analysis of FY17 and Summary of FY18 Approach... 9 Detailed FY17 Results and FY18 Plans Customer Service Survey Results Status of Customer Service Training Customer Inquiry Response Times and Overall Time-to-Resolution Timeliness of Responding to Customer Inquiries Best Practices Plans for Improvement Improving the Customer Experience from Multiple Perspectives Making Agency Services Available Online Social Media Usage to Improve the Customer Experience

4 FY17 Highlights The Maryland Environmental Service (MES) does not receive operating appropriations from the State. The agency operates on a fee-for-service basis with State, county, municipal, community, and private sector partners through contracts with these clients, who have the ability to terminate our services if we do not meet their expectations. As such, customer service is extremely important to MES culture. We conduct a customer satisfaction survey every other year as part of the Managing for Results (MFR) goals. We also employ a customer service representative who reports directly to the Chief of Staff and whose main job duty is to contact our clients and assess how we are doing. Any complaints or issues received by our customer service representative must be resolved within 48 hours. Numerous incentive award programs, such as the INSPIRE award, the BEST (Building Excellence and Success Together) Incentive Program, and the on the spot recognition award, recognize and reward employees for outstanding customer service. In FY17 we provided Customer Service Training to all employees. In the training, we reinforced the importance of treating customers as they wish to be treated, to follow up and follow through, and to actively listen with the intent to understand. While MES strives to meet client needs before problems arise, it is not always possible. During the training, employees were reminded to REACT to difficult situations and conversations by: Responding Empathizing Apologizing Considering Options Taking Action MES met other customer service goals in 2017, including: Conducting a customer service inventory to identify types of information or services requested by customers Developing a service vision and improvement plan Establishing formal customer service policies o Developing flow charts for customer interactions so employees know how to behave in various situations o Developing standards for interactions with customers o Reviewing other agency policies Recognizing outstanding customer service through the INSPIRE award program Promoting excellent customer service through the BEST Incentive Program 4

5 Recognition Given to Employees The BEST (Building Excellence and Success Together) Incentive Program is used to recognize and reward all eligible employees for contributing to the continued growth and strength of MES. Specifically, preset goals are used to guide employee focus and link the importance of cooperation and teamwork to the growth and success of MES. One set of goals is focused on customer service. As a result of the 2016 goals, all operating groups responded within 48 hours of receiving a Customer Service Report goals were set to continue this achievement, to implement a customer service plan, and to train all employees by June 15, 2017, as well as to conduct or sponsor at least two community or civic events or drives that benefit our customers or their constituents. While the final report for the 2017 goals has not yet been published, MES was on track to meet each of these goals. MES has another robust program, called the INSPIRE Awards, dedicated to recognizing and rewarding employees outstanding contributions to customer service and to providing more cost-effective and efficient service to our clients. FY2017 winners are detailed below. James Jett Client Maryland Port Administration (MPA) was concerned about the transfer of invasive species seeds onto cargo at Fairfield Marine Terminal. Over 3 years, James brought the issue under control which has resulted in zero invasive species seed transfer problems in the past two seasons. James' work was so successful that MPA has requested MES perform additional vegetation management at other terminals. Brian Krug Brian went above and beyond to clean and recoat the Hawkins Point Leachate storage tank while keeping up with his standard daily tasks. His hard work and dedication saved the client approximately $15,000 by keeping the work in-house instead of using an outside contractor. 5

6 Greg Stehli and Ryan Zacherl BWI s sanitary system control cabinets were outdated, which made locating parts for repair difficult. Greg and Ryan updated the cabinets to allow all associated electrical components to be interchangeable. This approach reduced repair inventory and will minimize labor hours for future repair operations. They also maintained one pump on the old system while installing the new system so there would be no disruption as work was being done. Their work has led to client approval for upgrades to additional control cabinets at BWI. Jarad Proctor Jarad responded to an emergency at BWI related to a major fuel spill. Jarad provided the client with critical information regarding a nearby oil/water separator and associated stormwater structures that were affected. He helped direct the contractor to pump fuel from the separator and manholes. He inspected nearby stormwater structures and installed booms at outfalls and ponds within the drainage area. Jarad's swift response, clear communication, and dedication to tasks demonstrated the outstanding work MES employees are capable of performing in an emergency situation. David Miller David was tasked with the continued running of the Midshore I and Easton Utilities LFG to energy project. David drove to Easton after his standard work day and on a weekend. He troubleshot the system in inclement weather and went above and beyond his everyday duties to provide exceptional customer service and support. On top of working on the generator system, David ensured his other duties were completed without any interruption of service. 6

7 Steve Laster Steve Laster has been the operator for the mobile grinder since June His expertise and excellent service helped MES attract and retain new customers and keep long-time customers. He asked to be trained to do customer proposals and customer billing and now performs those tasks. He obtained new work in excess of $80,000 over the FY17 budget as of February Eddie Lukemire Eddie came up with and implemented a method to recirculate water within a dredge cell to establish mixing and enable discharge. His idea took high ph pond water at one spillway and pumped it to low ph trenches to normalize ph and discharge under permit limits and kill algae. The water was then sent back to the pond for discharge through a second spillway. Rex Bowman, Wes Lidie, Mark Kaiser, Robert Lancaster, Ryan Bateson, and Mike Griffith This group replaced a chlorine gas chlorination system with a safer and more cost effective sodium hypochlorite chlorine feed system at the Frostburg water treatment facility. The new system eliminated the possibility of a chlorine gas release which would require evacuation of city residents and will save approximately $22,700 annually for the client. Richard Hicks and Dale Younker During June, July, and August the CFC recovery staff serviced thousands of refrigerators, freezers, air conditioners, and dehumidifiers. The manager for the group left in June, but rather than allow the program to take a step backward, both Richard and Dale stepped up and took on additional responsibility and more direct customer contact. 7

8 Richard Carter MES received numerous positive comments from customers related to Richard's excellent customer service, including his assistance to the elderly. Richard provided ideas and suggestions to improve operations, including paving the access road to minimize dust issues affecting customers. Salem Alsai Salem established volume discounts and rebates using cooperative agreements for MES staff purchasing accounts. This improvement allowed MES to take advantage of rebates and cost reductions ranging from 2% to 28% and up to 45%, which ultimately reduced costs to clients. Dundalk Marine Terminal (DMT) Team From February through May 2016, the MES DMT team cleaned chromium contaminated sludge, debris, and calcium scale from 1,400 linear feet of storm drain lines. The team filled 37 vacuum boxes with tons of material from the drain. Initial cost estimates were $600,000, but the project was completed for around $400,000. This project involved constant teamwork and coordination between two different MES groups. Paul Lutman, James Weller, Scott Murphy, and Chase Clark This group provided emergency response to a water pressure problem in the Bretton Woods community. The collective effort, during extended work hours over several days, ensured water supply for the community. Their extra effort to identify and resolve problems with well water supply demonstrated excellent customer service. 8

9 Leadership Analysis of FY17 and Summary of FY18 Approach Appointed by Governor Hogan to the role of Maryland Environmental Service (MES) Director in December 2016, I was aware of the Agency s reputation for focus on customer service and success in meeting clients needs efficiently and thoughtfully. Providing exceptional customer service is a critical part of our Agency mission and is a priority for me. We are among the most outward-facing of State agencies, engaging with many individuals, professionals, and businesses every day, which is why excellent customer service is essential to our day-to-day operations. In my time at MES, our customer training program officially launched. MES trainers met with all staff to conduct customized instruction. This training was designed to provide the tools we need to deliver the exceptional, high-quality services our customers expect and deserve. Additionally, the INSPIRE Award Program recognized more than 20 employees who went above and beyond to provide the best service possible to our partner clients. Finally, this year s customer service survey and employee satisfaction survey showed areas where MES is excelling and areas of modest improvement need where we will focus. Based on these results, 2018 will see further internal attention on agency-wide performance improvement, customer service added as a performance measurement in employees performance appraisals, and an increased use of social and digital media to share customer-centric information and streamline processes. Roy McGrath Director 9

10 Detailed FY17 Results and FY18 Plans MES Customer Service Promise Every MES employee is responsible for delivering exceptional customer service by providing customers with respectful, timely, and knowledgeable responses to inquiries, requests, and interactions. For more than four decades, MES has been dedicated to preserving Maryland s natural treasures. This commitment is stronger today than ever before. The MES Customer Service Promise describes our approach and is guided by the five service standards of reliability, responsiveness, assurance, empathy, and tangibles. RELIABILITY Providing service as promised Dependability in handling customers service problems Performing services right the first time Providing services at the promised time Maintaining error-free records RESPONSIVENESS Keeping customers informed as to when services will be performed Prompt service to customers Willingness to help customers Readiness to respond to customers requests EMPATHY Giving customers individual attention Employees who deal with customers in a caring fashion Having the customer s best interest at heart Employees who understand the needs of their customers Convenient business hours TANGIBLES Modern equipment Visually appealing facilities Employees who have a neat, professional appearance Visually appealing materials associated with the service ASSURANCE Employees who instill confidence in customers Making customers feel safe in their transactions Employees who are consistently courteous Employees who have the knowledge to answer customer questions 10

11 Customer Service activities include: 1. Improve the tracking, responsiveness, and time-to-resolution of all electronic, telephone, written, and in-person correspondence. For example, we will acknowledge all inquiries within 24 hours of receipt. 2. Ensure MES employees and managers continue to improve customer service skills through formal training classes and informal coaching on best practices in customer service. 3. Update online publications, forms, FAQs, and pertinent information on our website so citizens and businesses can find relevant information quickly and accurately. 4. Use social media to help get the word out about services, events, and news to provide our customers with information important to them. 5. A three question Customer Experience Survey is available on our website for citizens and businesses to provide feedback. Results are used to make improvements to services. 11

12 Customer Service Survey Results In August 2017, MES sent a survey to nearly 300 partners measuring seven areas of service to create a comprehensive snapshot of MES customer service. The results showed that in all areas the majority of MES clients feel our employees always or almost always provide excellent customer service. Many comments submitted during the survey also reflected gratitude and satisfaction. To improve the results of this survey, MES plans to streamline the invoice process to further improve accuracy and make it easier to read and understand. While many clients have not needed emergency service, MES strives to continue responding quickly. The results from the customer service survey will also guide the 2018 BEST goals. See the graphs below for the full results of the Customer Service Survey. MES takes care of client concerns promptly. Never 5% Some of the time 5% Most of the time 0% Always 85% N/A 5% 12

13 MES employees are well trained. Never 0% Some of the time 10% Most of the time 10% Always 80 % N/A 0% MES responds rapidly to emergencies. Never 0% Some of the time 14% Most of the time 5% Always 52% N/A 29% 13

14 MES complies with environmental rules and regulations. Never 0% Some of the time 0% Most of the time 5% Always 85% N/A 10% MES employees are safety oriented in their work. Never 0% Some of the time 5% Most of the time 0% Always 90% N/A 5% 14

15 MES invoices are accurate and easy to understand. Never 5% Some of the time 14% Most of the time 24% Always 43% N/A 14% Overall, MES provides quality service. Never 0% Some of the time 10% Most of the time 14% Always 76% N/A 0% 15

16 Status of Customer Service Training In support of the Governor s Customer Service Promise, in April MES launched a mandatory 2017 customer service training program that concluded in June. A total of 718 employees attended a 1.5 hour training session held at MES facilities throughout the state of Maryland. The sessions were led by a team of five trainers representing all operating groups within MES. Providing exceptional customer service is a critical part of the MES mission. All participants will receive a certificate of achievement for their attendance. Many employees also benefited from a reminder that their colleagues are also customers, fostering office morale and team unity. In FY18, MES will add customer service training to the new hire orientation to continue to foster an environment of excellent service. Additionally, customer service will be added as a performance measurement in employees performance appraisals. Customer Inquiry Response Times and Overall Time-to- Resolution Timeliness of Responding to Customer Inquiries One of the MES BEST goals is to respond to all customer service reports within 48 hours. MES met that goal 100%. Additionally, 86% of survey respondents reported MES always takes care of client concerns promptly. In FY2018, the leadership team will continue to promote that goal. Additionally, customers will be surveyed again and the results evaluated to look for improvement. Best Practices In 2017, MES developed standards to guide interactions with customers, such as answering the phone by the second ring and responding to s within 24 hours. These standards ensure customer needs are met quickly. Additionally, MES employees are proactive and try to anticipate client needs before they become problems. Our staff is accessible to our customers and frequently interacts with them. Open and consistent communication ensures any inquiries are handled by the appropriate contact within a reasonable amount of time. Plans for Improvement MES plans to continue to build on our successes. Discussions involving customer service will continue to take place at all levels of the Agency. 16

17 Improving the Customer Experience from Multiple Perspectives Making Agency Services Available Online Currently, MES offers several services online. Procurement Bids and Results are available for our vendors to see up-to-date information about opportunities and contract awards. Job openings and applications are also available online. MES is working toward a job portal where interested parties can submit an application online. Currently, the human resources department accepts applications via . For information not available on the website, contact information is listed and updated regularly. Because employees are also customers, a Google calendar was added to the intranet to keep employees updated about agency events and the homepage was reorganized to make information easier to find. In FY18, MES will completely refresh the website and include new features to better serve clients, potential clients, and the public. Additionally, the communications team is working to create a client newsletter to keep our partners up-to-date about MES news. A sign-up form will be added to the website. An electronic bulletin board in the MES HQ lobby provides information on job openings, Board of Directors meeting times and locations, procurement opportunities, and general information about the Agency. 17

18 Adjusting Hours to Meet Customer Demands Many MES employees will work outside of their normal hours to be on call or even on site to meet customer needs. Employees are provided an MES cellphone to ensure they can be contacted if needed. Social Media Usage to Improve the Customer Experience In FY2017, MES increased the use of Facebook, posting daily. Facebook offers a platform for the public to ask questions through the messaging feature. As part of MES Facebook best practices, a representative responds to all messages within 24 hours and often within minutes. The communications team posts brochures explaining MES services, reminders of career openings, industry news, home care tips, and examples of excellent customer service. These types of posts are valuable to employees, clients, potential clients, and the public. Recently, the Agency added Instagram and LinkedIn accounts. In FY18, MES will further expand our social media presence across these platforms to reach a greater variety of citizens and clients. MES will also continue to strategically post information for the benefit of our customers. On a monthly basis, MES will showcase one of our many clients on social media and through other platforms. 18

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