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HomeMy WebLinkAboutMinutes - May 16, 2017 SSLODI CITY COUNCIL SHIRTSLEEVE SESSION CARNEGIE FORUM, 305 WEST PINE STREET TUESDAY, MAY 16, 2017 A. Roll Call by City Clerk An Informal Informational Meeting ("Shirtsleeve" Session) of the Lodi City Council was held Tuesday, May 16, 2017, commencing at 7:01 a.m. Present: Council Member Johnson, Mayor Pro Tempore Nakanishi, and Mayor Kuehne Absent: Council Member Chandler, and Council Member Mounce Also Present: City Manager Schwabauer, City Attorney Magdich, and City Clerk Ferraiolo B. Topic(s) B-1 Receive Update on the City of Lodi Customer Service Division (CM) Deputy City Manager Andrew Keys provided a PowerPoint presentation regarding Customer Service Division update. Specific topics of discussion included prioritization - Information Technology level; prioritization - business view; get people on board; service priority; people; positive customer feedback; process; current processes; process documentation; technology; phone infrastructure; and improvement plans for people, process, and technology. Mr. Keys pointed out that a majority of the customer service issues are items that staff is already aware of and have been working to address prior to his arrival at the City of Lodi. In response to Mayor Kuehne, Mr. Keys stated that training is focused on internal processes and cross training of staff at the counter and in the back office to better understand how each division works. He added that he is also looking at outside customer service training options. Supervising Accountant Derrick Cotten stated the Customer Service Representatives have access to online training exercises, purchased from a third -party vendor, that includes 17 modules of best practice and industry standard applications. The program was purchased one year ago and includes a one-year subscription. He stated all Customer Service Representatives have access to the program and can perform exercises throughout the day. Mr. Cotten further responded that training is mandatory and he has the ability to track usage and view scores. Even though the program was purchased a year ago, the implementation was rolled out roughly 45 days ago and staff training is approximately 30 percent complete. In response to Mayor Pro Tempore Nakanishi, Mr. Cotten stated he would prefer to offer customer service training on a yearly basis and, even though the subscription is only one year, staff has access to hard copy versions of the training materials and can conduct live training sessions for staff on site. In further response, he stated the 17 training courses are broken into 15 to 20 minute segments. Mr. Keys stated the City is also looking for outside opportunities for all City staff to improve best practices and industry standards. Council Member Johnson stated that years ago the previous City Manager suggested spending $27,000 for a consultant to address customer service throughout the City, which he believed was unnecessary. He questioned where the starting base is on customer service in the Finance Department and how significant the problem is. Mr. Keys stated the key to making customer service successful is to hold staff accountable because training is worthless if employees do not execute what they learn. He anticipated all staff members will complete the online training course within the next six months and the metrics that will hold them accountable will be a review of the number of calls handled, number of complaints received, and time spent on each call or at the counter. From that, a pattern will form to ascertain whether or not there is a lack of customer service. 1 In response to Mayor Pro Tempore Nakanishi, Mr. Keys stated the online training courses will provide four to five hours of training for each employee. He pointed out that Finance employees are the face of the City because a majority of residents interact only with these employees for services such as business licenses and utility bill payments and it is imperative they receive quality service. Mayor Pro Tempore Nakanishi stated he would prefer the City not spend money on customer service consultants, adding he believed it could be handled appropriately in house. Mr. Schwabauer recognized the Finance Department staff in attendance, adding they did so on their own because they care about the Department and are committed to the level of service they provide. In response to Mayor Kuehne, Customer Service Representative Michelle Martinez stated the online customer service training courses are a good tool and are primarily common sense issues that most employees understand; however, she believed there may be some who will require additional training for the Department to reach the level of customer service needed for Lodi. In further response, she stated that supervisors are also required to take the training. Ms. Martinez expressed support for cross training collections and billing division staff because it provides one seamless customer service experience that can be handled at one window. In response to Mayor Kuehne, Mr. Keys stated staff is currently changing signage in the Finance Department to refer to itself as customer service groups versus collections or billing. In response to Mayor Pro Tempore Nakanishi, Mr. Keys stated the concept of cross training the two divisions arose from the imbalance between the two types of Customer Service Representatives. The windows on the billing side of the lobby are open more often, while the other side is used less frequently. Despite the fact that staff is working behind those windows, the public perception is there are available windows and representatives who are not helping customers and they do not understand that those particular representatives do not have the ability to assist in those types of transactions. Mr. Keys stated that staff communicated this issue to him because it also made the representatives uncomfortable that they could not assist customers. In response to Mayor Pro Tempore Nakanishi, Mr. Schwabauer confirmed that staff receives a high number of customer complaints about the inability to get through to Customer Service Representatives on the phone, particularly on or near shut-off days. Mr. Keys stated that an automated phone system and the ability to leave a voice mail message will help reduce the number of customers coming into the lobby, which will shorten the lines for cash -paying customers. Automated phone systems will assist customers in retrieving their account balance or due date and paying their bill. In response to Mayor Kuehne, Mr. Keys stated that roughly 90 percent of the walk-in patrons are cash -paying customers. Further, Mr. Keys stated that staffs goal is to respond to voice mail questions or concerns within one business day. Mr. Schwabauer expressed that the City's goal is not to dis-incentivize customers from coming into the Finance office; rather, it is to make services easier and more functional for people in other ways, such as providing electronic services, that are less costly for ratepayers and the City. He assured the public that personal customer service will not decrease. Mr. Keys added that, with these additional options, those customers who prefer not to come into Finance will no longer be required to do so, which eases the burden and wait time for customers who prefer in-person service. Mr. Keys reiterated that in-house customer service will not be reduced and these tools will help improve customers' experience. Mr. Schwabauer cautioned Council that, any time a system is improved or changed, there will be a break in service and complaints while customers figure out a new system. Staff participated in demonstrations for the add-on component to the Tyler billing system and feel confident this approach will be a better, more sustainable product for customers because it allows for online and recurring payments; unfortunately, it will require customers to set up their account preferences again. Mr. Keys stated the added challenge with the add-on product is that staff must work to earn the public's trust again because most customers distrust the City's current system. 2 Staff will educate the public by posting online videos demonstrating how to use the system and set up payments. Council Member Johnson suggested staff consider upgrading the phone system and related technology at one time, instead of improving it in piece meal fashion, and paying the cost from the catastrophic reserve fund because he believed this situation fits the category and would fix the problem once and for all. Mr. Keys stated that not all of the projects can be accomplished at one time due to limited staff and resources, but the project timeline can be advanced. Mr. Schwabauer added that most of the work is utility driven, which is a healthy fund, therefore, staff is less concerned about funding the project or dipping into reserves. Mayor Kuehne agreed that the phone system and related technology should be improved sooner, rather than later, because citizens have been complaining for the last three years and he would prefer it not be pushed out further, even if it requires hiring outside resources to complete the project. Mr. Schwabauer stated the phone element is a year out because it is not the major cause of the bottleneck; rather, it is customer service staff assignments, which is changing now with cross training that will provide greater staff resources to take payments and answer calls. Mr. Keys summarized the three issues that will be immediately addressed: 1) online payment portal system; 3) payment kiosks for 24-hour payment processing; and 3) interactive voice response phone system shortly thereafter, all provided by the same vendor. He stated these changes will go a long way toward addressing the issue. In response to Mayor Pro Tempore Nakanishi, Mr. Schwabauer stated that most of these improvements will come back to Council for contract or funding approval unless it is something within the City Manager's level of authority or an internal process change. Myrna Wetzel stated she prefers receiving service at the Finance office, adding that the Customer Service Representatives are helpful and friendly. She stated there is a population of the community that prefers in-person connections and that many people do not have computers or Smartphones for conducting business, nor do they wish to remain on hold or navigate an automated phone service in order to connect with a live representative. C. Comments by Public on Non -Agenda Items None. D. Adjournment No action was taken by the City Council. The meeting was adjourned at 8:11 a.m. ATTEST: Jennifer M. Ferraiolo City Clerk 3 CITY OF LODI COUNCIL COMMUNICATION AGENDA ITEM AGENDA TITLE: Receive Update on the City of Lodi Customer Service Division MEETING DATE: May 16, 2017 PREPARED BY: Deputy City Manager RECOMMENDED ACTION: Staff recommends that Council receive an update on the City of Lodi Customer Service Division. No council action is required. BACKGROUND INFORMATION: The City's Customer Service (CS) Division faces significant obstacles with implementing the City's Enterprise Resource Program (ERP). The utility module of the ERP launched in October 2016. The launch highlighted several opportunities for improvement in the CS division in addition to the ERP. Staff will present these opportunities this morning from the People, Process, Technology framework. People: It is essential to have the right people, with the right training and the right mentality to succeed in all business endeavors, including the CS division. Employees must buy into the philosophy of the division and any proposed changes. Process: The appropriate business rules (policy and procedures) must be in place in order to successfully administer existing programs, provide services and implement new programs. Business rules also establish the parameters of each position's duties, responsibilities, authority level and set clear performance expectations. Technology: Technology is an essential asset to modern organizations. However technology will never overcome people and processes. Successful technology implementations are contingent on the existence of best practices that pre -date the technology and are widely known (through thorough and consistent training) by high quality employees moving in the same direction at all staff levels. This framework will be used to discuss the current status of the CS division. FISCAL IMPACT: There is no impact from this informational presentation. FUNDING AVAILABLE: Not applicable. Manager Keys, Deputy Ci APPROVED: ITO '4 phe • ► wab- er, City Manager Customer Service Division Update Presented By: Andrew Keys, Deputy City Manager Agenda • Prioritization • Overview of current status — People — Process — Technology • Improvement Plan PRIORITIZATION Prioritization — IT Level PrOCasS Technology Prioritization —Business View FIRST WHO THEN WHAT ' 117 PEOPLE. BEFORE STRATEGY Ge' Iii Agrii people lirsl and Irian yea the !HIM glraIegy Get People on Board We found, instead, that they first got the right people on the bus, the wrong people off the bus, and the right people in the right seats. And then they figure out where to drive it. - Jim Collins, Good to Great Service Priority • Customer Level of Effort Based 1) Face to face — in person 2) Phone — live phone calls and voicemails 3) Remote/Mobile — mail, email, other web based request PEOPLE Good People • April 27t" customer email: 1 spoke with from Solar Company. He states he and a customer called in a few days ago and spoke with to get usage history on an account and was very friendly and efficient he said he wishes all companies were as friendly and efficient as the City of Lodi. Good People • April 10t" customer hand written note: "mliDeA-ec Ail oltT ¶-A-ki L4141( ykw EM6 1I R. Rs1- _ q .rest MF you Eivr , l 9 \r , rp LCI y -n4e, G Leioi k A..14 cblJtvs,1/4)11.Y-‘34• People • Listen and learn to gain trust and buy in • Review of staff assignments and duties • Ensuring staff has adequate resources to preform — Education — Training — Follow up — Process documentation • Holding staff accountable PROCESS Current Processes • 97% of bills are produce accurately and timely each month — Error rate is tied to approximately 900 average payment plan (aka budget billing) customers • Daily processing of drop box payments — Tested with the Councilmember's bill 4/11/17 • 7,000 monthly online E -check and credit card payments are processed and posted with 100% accuracy • Cashiers process 7,500 walk in utility payments with 100% accuracy — Combine 1,000 transactions daily in person plus mail/drop box • Currently customer average 3 minutes per transaction when coming in person • Separation of duties at customer windows created an inefficient and unfriendly counter philosophy Process Documentation • Customer service functions necessarily touch multiple departments — Finance, Electric, Water, Wastewater, Public Works • Business processes and workflows are not always clearly documented or understood — Residential Medical Discount Program — Home Energy Assistance Program low income program — Exception billing practices • Best practice has been hampered by technology limitations — Lack of investment — Significant challenges due to ineffective phone tree resources • Resources • Line limitations • Physical versus virtual system — Lack of customization functionality and internal knowled ERP system TECHNOLOGY Technology • Significant history of under investment forces manual customer service • Phone — No voicemail for generic line until this week. — No IVR system — Antiquated call center system • Web/Mobile — Poor user interface — Poor communication tool • Counter credit card processing • ERP Software — Inability to easily and consistently customize the software to fit Lodi's Municipal Code and policy — Historical lack of provider support for training and education Phone Infrastructure • March 30t" email about March 29t" shut off: Instead, my husband spent 2.5 hours on hold yesterday morning trying to reach anyone at the City of Lodi Utility Department about the issue. He finally had to give up, and arrived late to work. No small My sister had to take an unpaid emergency day off her job at and spent 3 hours driving to Lodi to address this issue in person. During the entire 3 -hour drive, she was on hold with your utility with no answer. IMPROVEMENT PLAN Improvement Plan PEOPLE • Internal cross training • Customer first approach for a unified department • Face, phone, remote service approach • Secure additional training on ERP system • Train in advance of all technology rollouts • Offer and encourage training opportunitie Online CC Mail/Drop Box Improvement Plan Process • Benchmarking and best practice efforts — Reduce walk ins by providing Customer Self Service options (Note Roseville has 4% walk in rate per its 2016-17 Budget) Cit of Lodi Month! Pa ments b Tender T E -Checks Customers Bank 10,940 5,315 1,582 1,825 2,828 7,577 30,066 • Resource and workflow scheduling 1 140 120 104 80 50 40 20 0 Hourly RE.c:h:Iit Volt.rne 36% 18% 5% 6% 9% 25% 100% 441,4 A F " Ft'N .7, 'f 'inn. 6 i Improvement Plan Process (continued) • Increased Communication — Parking Lot — Bill insert, Social Media, Library e -newsletter, on site signage • Life impacting policy review — Shutoff policy, medical discount rates and low income rate programs • Consider consolidation of billing routes • Develop clearly defined processing expectations for all types of services provided • Significant testing of software or hardware rollouts Improvement Plan Technology • Voicemail box for general line, including voicemail to email conversion • Interactive Voice Response phone system • Modern call center structure • Kiosks for 24 hour payment processing with receipt • Web/Mobile upgrades • Continued dispersion of internal knowledge • Continued dialogue with ERP provider to ensure staff has adequate system knowledge and that the system preforms QUESTIONS?