measuring customer satisfaction - king county
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Measuring Customer SatisfactionImproving the experience of King County's customers
Alternative formats available.206-263-9623 TTY Relay: 711
1011CustomerSatisfactionGuide.indd skrau
Office of the King County Executive401 Fifth Ave. Suite 800Seattle, WA 98104-1818
206-263-9623
Prepared by the Office of Performance, Strategy and Budget
and the Customer Service Director, King County Executive's Office
1. Introduction............................................................................................................5
Purpose...........................................................................................................................6
Scope...............................................................................................................................8
Principles for customer satisfaction measurement....................................10
Framework for managing customer satisfaction........................................11
2. Defining your customers.........................................................................13
3. Defining drivers of customer satisfaction...............................15
4. Developing and conducting the customer satisfaction survey.....................................................17
Scale...............................................................................................................................17
Types of questions...................................................................................................18
Length...........................................................................................................................20
Survey administration.............................................................................................20
5. Developing and conducting focus group discussions....23
6. Analyzing, reporting, and using customer satisfaction information..................................................25
7. Taking the first steps...................................................................................27
Appendix A.................................................................................................................29
Appendix B..................................................................................................................31
Appendix C.................................................................................................................33
Appendix D.................................................................................................................35
Table of contents
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1. IntroductionTheseguidelinesaredesignedtohelpdepartments,agencies,andprogramsfocusoncustomersatisfaction,measurecustomersatisfactionacrossprograms,usetheinformationgatheredtomakeservicedeliveryimprovements,andreporttomanagementandthepubliconprogressinbetterserving—andsatisfying—customers.
Thedocumentprovidesthefollowing:
n Animplementationframeworkformanaging customersatisfaction;
n Acommondesignforapproachingand measuringcustomersatisfaction;
n Toolsandresourcesformeasuring customersatisfaction.
Inthepast,KingCountyhasassessedcustomersatisfactioninavarietyofdepartmentsandprograms.However,pastassessmentshaveuseddifferingmeasurementmethodsandtools.Accordingly,theseguidelineswillhelpthecountyestablishmoreuniformapproachesandmeasurementprocedures,whichwillresultinmoreuseful,meaningfulcustomersatisfactioninformation,increasedunderstandingofcustomersandthepublic,andimprovedabilitytobetterservethepublic.
Thislighthouseismeanttodrawattentiontokeypointsandguidelines.
Thedocumentprovidesastartingpointinanydepartment’seffortstoenhanceinsightintoitscustomers,improvetheproductsandservicesoffered,andfindwaystoimproveservicestocustomersandthepublic.Itisintendedthatthedocumentwillberevisedperiodicallybasedonthecounty’slearningandexperienceswithcustomersatisfactionmeasurementandserviceimprovementwork.
TheseguidelinesarebasedonKingCounty’spreviouscustomersatisfactionmeasurementexperienceandeffectivepracticesfromotherjurisdictions(seeresourcelistinAppendixA),whichhavebeenmodifiedtofitKingCounty’sparticularinterestsincustomersatisfactionandprocessimprovement.Althoughnotcomprehensive,theguidelinesaredesignedtoaddressthemostcommonlyaskedquestionsaboutpurpose,designanduseofcustomerinformationtoimproveservicesandprograms.Inaddition,moretechnicalresourcesfordesigningandfielding(oradministering)surveyscanbefoundinAppendixA.
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PurposeKingCountytaxpayerssupporttheworkofcountyemployeesanddeserveexceptionalcustomerservicethroughpositive,respectful,responsive,andeffectiveinteractionswithallcountyemployees.Focusingoncustomersatisfactionisacomponentofgoodgovernance,anditisacountywidepriority.
Customersatisfactionmeasurementhasacriticalroleininformingserviceimprovement.Itallowsanagencytounderstandwhatitscustomersvalue,howvaluesvarybetweendifferenttypesofcustomers,andwheretheagencycantakeactiontoimproveservicedelivery.
KingCounty’scustomersatisfactionmeasurementeffortsareinformedby1)theKingCountyStrategicPlanadoptedin2010,2)thecounty’sperformancemanagementsystem,and3)theDirectorofCustomerService.
King County Strategic Plan
The2010countywidestrategicplanelevatestheimportanceandroleofcustomersatisfactioninourwork.Theplanestablishesthreecross-cuttingguidingprinciplesthatrelatetocustomersatisfaction,theneedtomeasureit,andtheneedtoimproveourservicesinresponsetocus-tomerexperiences:
n Service-oriented–Welistenandrespondtoourcustomersinaculturallyresponsive wayandprioritizetheirsatisfactionaswedoourwork.
n Results-focused–Weestablishcommunitydrivengoals,measureourperformance, andreporttothepubliconoursuccessinmeetingthosegoals.
n Innovative–Wearecreative,learnfromexperienceandresults,andseekoutnew andefficientwaystosolveproblemsandservethepublic.
Service Excellence is one of eight goals in the plan. TheServiceExcellencegoalistoestablishacultureofcustomerserviceanddeliverservicesthatareresponsivetocommunityneeds.Underthisgoal,Objective1isto“Improveourcustomers’satisfactionwithKingCounty”withthefollowingstrategies:
a.Makecustomerserviceaprimaryfocusforallcountyemployees
b.Gathercustomerfeedbackregardingservicedeliveryandreportresultsaspart ofthecounty’sperformancemanagementsystem
c.Improvelocalservicedelivery
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Measuring customer satisfaction has a critical role in achieving all three of these strategies.
There are three other related objectives under the Service Excellence goal:
1.Buildacultureofperformanceandimprovetheeffectivenessandefficiencyof countyprograms,services,andsystems
2.FosteranethicofworkingtogetherforOneKingCounty
3.IncreaseaccesstoKingCountyservices,personnel,andinformation
Furthermore, two other important and related goals in the plan are as follows:
n QualityWorkforce-DevelopandempowerKingCountygovernment’smost valuableasset,ouremployees.
n PublicEngagement-Promoterobustpublicengagementthatinforms,involves,and empowerspeopleandcommunities.
Listeningtoourcustomers,measuringcustomersatisfaction,improvingourservices,andengagingemployeesinmakingthoseimprovementsallsupportthesestrategicplangoals.
King County’s performance management system
ThefocusoncustomersatisfactionisalsoreflectedintheCounty’sperformancemanagementsystem,andcustomersatisfactionresultswillbereportedwithotherperformancemeasures.
Thestandardframeworkforcustomersatisfactionmeasurementappliestodepartments’anddivisions’majorproductsandservices.Inmeasuringandreportingoncustomersatisfaction,departmentsanddivisionswillincludethefollowing:
1.Identifytheprimarydriversofsatisfactionfortheircustomers,anddescribe howtheydeterminedthem(see Chapter 3).
2.Providemeasuresof:
a.overallsatisfaction,
b.keydriversofsatisfactionforadepartment’s,division’s,orprogram’s uniquecustomerbase,and
c.otherrelated,objectively-derivedperformancemeasures.
3.Explaintheactionstheyaretakingtoimprovecustomersatisfaction,and reportonprogresswithkeyperformanceindicators.
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Director of Customer Service
ADirectorofCustomerServicehasbeenappointedtoadvancebothcustomersatisfactionandemployeesatisfactionbyimplementingimprovementstocustomerserviceandensuringthatsystemsforfeedbackfromcustomersandemployeesareinplace.TheDirectorofCustomerServiceisresponsibleforestablishingperformancemeasuresforcustomersatisfactionandinspiringacultureofperformanceandcontinuousimprovementbyempoweringemployeestoworktogetherasoneKingCounty.StafffromtheOfficeofPerformance,StrategyandBudgetwillassisttheDirectorinimplementingthisguidanceandcanprovideadditionalspecificguid-ancetodepartmentsinsurveydesignandimplementation.
ScopeSomedepartmentsandprogramsinthecountyhaveexistingcustomersatisfactionmeasure-mentandserviceimprovementefforts.Eventually,everycountyprogramshouldhavesomewayofunderstandingandassessingitscustomers’opinionsandimprovingcustomersatisfac-tionovertime.Thisappliestobothexternalandinternalservices.
Allprogramsdonothaveequalresources,similarcustomers,orsimilarproductsandservices.Therefore,itisnotpossibletoprescribeasinglemeasurementtoolormethodologythatcouldbeusedbyalldepartmentsandprograms.However,itispossibletoprescribeauniformgoalforalldepartmentsandprograms:Everydepartmentandprogramwillimproveitscustomersatisfactionapproachesandmeasuresovertime,withintheresourcesthatareavailable.
Forexample,someprogramsmayincreasetheiruseofcustomercommentcards,andothersmaymovefromcommentcardstoonlineormailsurveys.Allformsofmeasurementthathelpdepartmentsbetterunderstandandservetheircustomersareencouraged,includingpostcardmailers;commentcards;andphone,mail,inperson,orelectronicsurveys.Lowandno-costmethodsareencouraged,wherepossible,iftheymeetbothinformationalandprogrammaticneeds.
Whilemanydifferentmeasurementapproachesmaybeappropriateandusefulincustomersatisfactionmeasurement,allmeasurementshouldfocusongatheringcustomersatisfactioninformationrelatedtoaspecificagencyproductorservice.Customersatisfactionmeasurementdiffersfromthecommunity-levelsurveysthattheCountyhasconductedinthepast,suchasthe2009KingCountyCommunitySurveydoneinsupportofthecountywidestrategicplanningprocess.Forexample,the2009CommunitySurveysurveyedarepresentativesampleofallcountyresidents,notnecessarilyonlythosethathavehadadirectserviceinteractionwiththecounty.
Eachdepartmentwillberesponsiblefordevelopinganddeployingitsowncustomersatisfactionmeasurementapproaches.Therewillbesomecentralizedreporting,coordination,andtechnicalassistancesupportfordepartmentsurveysthroughtheCustomerServiceDirectorandtheOfficeofPerformance,Strategy,andBudget.
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Choosing programs to measure
Itisnotpossibletomeasureeverythingatonce,anddepartmentswillneedtomakechoicesaboutwhichprogramsandservicestomeasure.Inordertocreaterealisticexpectationsandtobeabletolearnfromourexperience,departmentsandagenciesshouldidentifyafewprogramsthatwillserveaslearningopportunitiesforcustomersatisfactionmeasurement.
Althoughtherearenohardandfastrulesaboutwhichprogramsandservicesshouldbeassessedfirst,thefollowingaresomerecommendedcriteriatoconsider(notinrankedorder):
n Largestnumberofpeopleserved
n Largestprogram,intermsofbudgetorstaff
n Clearopportunitiesareavailabletoimprove(programswithknowncomplaints/issues)
n Higheststrategicpriority
n Highprofileprogramsorprogramswithknowncontroversy.
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Principles for customer satisfaction measurement
Thefollowingprinciplesshouldinformandguidedepartments’customerserviceperformancemeasurement:
n Theultimategoalforallcustomerserviceshouldbe“serviceexcellence.”
n Agoodwaytofindoutwhatyourcustomerscareaboutandwhattheir experiencesareistoaskthem.
n Customersatisfactionresultsareimportanttounderstandservicedelivery, willbeusedbymanagementandemployeestoimproveservices,andwillbe reportedtothepublicalongwithchangesmadebasedontheresults.
n Wheneverpossible,leverageexistinginformationandbuildonexistingsurveys andcustomer-focusedwork.
n Differencesinprograms,services,andcustomerpopulationsmayrequire differencesindatacollectionprocedures,measures,andstrategiesfor improvement.
n Customersatisfactionmeasurementshouldfocusontheentirecustomer experience,notjustthefinalresultordecision.
n Everyprogramshouldstrivetoobtainscientificallyrepresentativeandvalid data,eventhoughthedegreetowhichthisisachievedmayvarybasedon resourceavailability,typesofcustomers,andproducts/servicesoffered.
n Customersatisfactiondatacollectioneffortsshouldbeadaptedtoand modifiedfordiversecustomerpopulations.
n Customersatisfactionmeasurementshouldbeproximal,orcloseintime, tothetimeofserviceorinteraction.Assesscustomersatisfactionwhena customer’sexperienceisfresh.
n Measurementshouldreflectthevariousways(channelsormethods)customers accesstheservice.
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Framework for managing customer satisfactionMeasuringcustomersatisfactionisacriticalcomponentofimprovingcustomerserviceandsatisfaction.
Measuringcustomersatisfactionisameanstoanend:serviceimprovement.
The service improvement process includes the following:
n definitionandreflectionabouttheserviceanditscustomers,
n gatheringexistingcustomer-relateddata,
n measuringyourcustomer’sexperience,
n dataanalysisanddevelopinginsights,
n developinganactionplanandcommunicatingaboutthatplan,and
n takingactiontoimprovetheservice.
ThefollowingdiagramrepresentsthecustomersatisfactionmeasurementandimprovementprocessinKingCounty.
King County Customer Satisfaction Measurementand Improvement Process
Analyze survey results(overall satisfaction,drivers, open-ended
feedback
Communicateresults to
customers &the public
Develop & implement actionplan (with measures) to
improve customersatisfaction & service
Refine definition of drivers and review
customer satisfactionsurvey
Identify/defineyour products& customers
Identify/define drivers of satisfaction
(review data • focus groups)
Develop & conduct customer satisfaction survey
(methods • instrument)
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2. Defining your customersCustomersaretherecipientsoftheproductsorservicesthatanagencyproduces.
Anagency’sproductsorservicesaretheresultofitsinternalprocesses,andcanbedefinedusingnouns,whicharenamesofthingsthatcanbecounted.Productsandservicesshouldnotbeconfusedwiththeinternalprocessesortheworkthatanagencydoes,whichcanbedefinedusingverbs.
Examples of agency products and services:
n permits,
n parks,
n licenses,
n immunizations,
n treatmentplans,
n contracts,
n websites,and
n busrides.
A product is something created by work, which can be given to someone else to achieve a desired outcome. Ken Miller, The Change Agent’s Guide to Radical Improvement
Customersarepeoplewhodirectlyreceiveand/orusetheproductsandservicesprovidedbyKingCounty.Contactbetweencustomersandthecountyoccursinpersonatacounterandinthefield,overthephone,bymail,andonline.
Othernamesforcustomersmightincludethefollowing:
nApplicant nAttendee nAuditee
nCandidate nCase nRecipient
nClient nComplier nDefendant
nDriver nResident nViolator
nClaimant nFamily nInmate
nJob seeker nOffender nParolee
nPermit applicant nProgram participant nPark user
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Notallcustomersareexternalcustomers.Fordepartmentsprovidinginternalservices,customersaretypicallycountyemployees.Manydepartmentsalsoprovideregionalor“wholesale”services;inthiscaseyourprimarycustomersmaybecities,firedistricts,orotherorganizations.
Here are some examples of county programs and their customers:
Program/Service/Product Customer
Bus Busriders
Jailvisitation Inmatefamilies
Healthclinics Clinicpatients
Restaurantinspections Restaurantowners&managers
Parks Parkusers
Cartabs Carowners
Taxcollection Propertyowners
Buildingpermits Permitapplicants
Email Emailusers
Customer surveys vs. citizen surveys
Operationally,forthepurposesofassessingcustomersatisfaction,wearereferringtocustomersratherthantaxpayers,citizens,orresidents.Customersaredistinguishedfromgeneralresidentswhomaybenefitindirectlyfromthedeliveryofcountyservices.Residents,astaxpayersorvoters,haveaclearinterestintheeffectiveandefficientprovisionofcountygovernmentservices.Taxpayersorresidentsingeneralareanalogoustoinvestorsorshareholdersofacompany;theycaredeeplyaboutthecompanybutdonotnecessarilyuseitsproducts.Infact,manyorganizationsneedtobalancetheneedsoftheircustomerswiththeneedsofthepublicinterestorthecommunityatlarge.Forexample,thinkoftheconflictinginterestsofjailinmatesandthebroaderpublicinterestintheirsecuredetention,ortherestaurateurbeinginspectedandthediningpublicwhowantsasafediningexperience.
Althoughgeneralopinionsurveyscanprovidecontextforcustomersatisfactionmeasurementandensurethevoiceofthegeneralresidentisincluded,thatisnotthefocusofcustomersatisfactionmeasurement.
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3. Defining drivers of customer satisfactionThekey driversofcustomersatisfactionarethosefactorsthatmostinfluencecustomersatisfactionforaparticularserviceorproduct.
Manyfactorsaffectthecustomerexperience,positivelyornegatively.Thesefactorscanberelatedtothethingsthatcustomersvalueaboutaparticularproductorservicedelivery,ortheycanberelatedtowhethercustomers’expectationsaremetorexceeded.Somefactorswillinfluencethelevelofoverallsatisfactionmorethanothersdo.
Animportantpieceofcustomersatisfactionmeasurementinvolvesidentifyingandunderstandingthekeydriversthatcausecustomersatisfactionordissatisfaction.
Departmentsshouldprovideanalysisofkeydriversofsatisfactionaspartoftheircustomersatisfactionreporting.
Ifpossible,departmentswillassesscustomerprioritiesfirst,determinethekeydriversofcustomersatisfaction,andthendevelopthecustomersatisfactionsurveyaroundthekeydrivers.
Therearevariouspotentialmethodsforidentifyingdrivers.Someofthetypicalmethodsincludefocusgroupsorsurveyingcustomers.Youcanalsouseexistingadvisoryboards,committees,orcommissionsasexpertsknowledgeableaboutyourservice.Usethesegroupstogatherqualitativeinformationaboutthefollowing:
n Exploreimportanceofdifferentaspectsofservicedeliveryorproductquality.
n Definespecificexpectationsaboutquality.
Forexample,aprogramcoulduseanexistingstakeholdergrouptounderstandexpectationsandmorespecificallydefineandwhatismeantby“timeliness”or“accessible.”
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Servicequalityliteratureprovidesanumberofdifferentinterpretationsofthedriversmostimportantininfluencingcustomersatisfaction.KingCountyhasdevelopedalistofpotentialdriversofcustomersatisfactionforcountyagenciestoconsiderwhendevelopingtheirsurveys.Listedbelow,thesedriversofsatisfactionaredescribedinmoredetailinAppendixB.
Drivers of Satisfaction List n End result–Product/servicequality,processoutcome/decision
n Timeliness–Speedandtimelinessofservicedelivery
n Information–Qualityandcompletenessofinformation
n Staff competence–Professionalism,expertise
n Reliability–Performanceofservicefacilities,goods,andstaff
n Staff attitude–Courtesy,politeness,friendliness
n Fairness–Honesty,justice,andfairnessofthesystem/organization
n Access–Availabilityofstaff,services,products
n Look and feel–Appearance,comfortofenvironment,facilities,staff
n Safety and security–Customersafetyandconfidentiality
n Convenience–Easeofobtainingproductorservice
n Value and cost–Valueoftheproductorservicecomparedtocost
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4. Developing and conducting the customer satisfaction surveyInordertounderstandcustomersatisfaction,theCountyisrecommendingthatallsurveysinalldepartmentsuseacommon,five-pointscaleandincludethefollowingtypesofquestions:
n Aquestionaboutoverallsatisfaction
n Questionsrelatedtokeydriversof satisfaction
n Questionsaboutcustomercharacteristics (demographicinfo)
n Anopen-endedfeedbackquestion
Moreinformationabouteachofthesefourquestiontypesisprovidedbelow.
Itisvitalthatthesurveybetailoredtoeachdepartments’services,customerbase,informationneeds,andresources.However,itisimportantthatinformationgatheredbecomparableandmeaningful;usingthecommonscaleandsimilartypesofquestionswillhelpensurethat.SamplesurveyquestionsareprovidedasastartingpointinAppendixC.AdditionalpotentialsurveyquestionsareavailablefromtheCanadianMeasurementToolQuestionBankreferencebook(availablefromtheOfficeofPerformance,StrategyandBudget).
ScaleOneoftheissuesthatmanagersandthepublicoftenconfrontwhentryingtointer-pretresultsfromdifferentsurveysisthelackofacommonscaletomeasurerespons-estoquestions.Forexample,doratingsrangefromonetoten,oronetofive?Doesonerepresentthehigh(good)orthelow(bad)?Althoughthereisnouniversallyap-pliedscaleforcustomerresearch,theLikert(pronounced“lick-urt”)scaleisperhapsthemostwidelyusedapproachinsurveyresearch.
Toensurecomparabilityofdata,andsothatresultscanbeconsideredinthesamegeneralcontext,KingCountyisadoptingacommon,five-pointLikertscale,withfiveconsideredthehighestrating.
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Theformatforfive-levelLikertresponsesisasfollows:
Satisfaction
1.Verydissatisfied
2.Dissatisfied
3.Neithersatisfiednordissatisfied
4.Satisfied
5.Verysatisfied
Agreement
1.Stronglydisagree
2.Disagree
3.Neitheragreenordisagree
4.Agree
5.Stronglyagree
Why adopt a five point scale?Scales with even numbers force a choice in respondents that may not reflect their true beliefs. For example, a scale using one to four does not have a middle option and forces respondents to make a more positive or negative choice than they may believe. Scales with more than five options, such as 1-7 or 1-9, can be confusing and are more difficult for respondents to use.
Questionscanalsoincludea“Notapplicable”option.“Notapplicable”allowsasurveyrespondenttoacknowledgewherethequestiondoesnotapplytothem;however,theseresponsesarenotincludedinthecalculationofratings.
Types of questionsKingCountyrecommendsthatcustomersatisfactionsurveysshouldincludefourtypesofquestions.
1. Overall satisfaction
Overallsatisfactionmeasuresarederivedfromquestionsthataskthecustomertoratetheserviceasawhole,suchas,“Overall,howsatisfiedareyouwiththeserviceprovidedbythisdepartment?”Thiskindofquestionisintendedtocaptureallaspectsofthecustomerex-perience,fromthetimethecustomerbeginshisorherquesttofindtheproductorservice,throughreceiptoftheproductorservice,andintotheuseoftheproductorservice.Thecustomerexperiencecanincludecustomers’interactionswithservicestaffthroughoutthecourseofthisprocess.
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2. Drivers of customer satisfaction
Ifpossible,thedriversofcustomersatisfactionwillbeidentifiedpriortodevelopingacus-tomersatisfactionsurvey.Oncethekeydriversofsatisfactionhavebeenidentified,effec-tivesurveyquestionscanbedevelopedaroundthesedrivers.SeeAppendixBforamenuofdriversofcustomersatisfactioncompiledbyKingCountybecausetheyarelikelytoapplytocountycustomersatisfactionmeasurement.
Forexample,staffcourtesymaybeakeydriverofcustomersatisfaction.Inthatcase,thecustomersatisfactionsurveymightincludequestionsaboutelementsofcourtesyimportanttothecustomers,suchasrespectfulness,empathy,orasensethatstaffgotheextramile.Asanotherexample,akeydrivermaybeaccesstoonlineservices,andthiscouldleadtoquestionsaboutwebnavigability,downtime,orhoursofavailability.
Ifkeydriverscannotbedeterminedpriortoasurvey,thesurveycanincludequestionsaskingcustomerstoratebothsatisfactionwithandtheimportanceofasetofpossibledrivers.Forexample,asurveycanaskhowsatisfiedacustomeriswiththecleanlinessofthefacilityandthenaskhowimportantcleanlinessistothecustomer.These“importance”resultscanthenbeusedasthebasisforkeydriveranalysisandhelpguidefuturesurveys.
3. Customer characteristics
Departmentsshouldgatherinformationthatisimportanttobetterunderstandservicedeliv-ery,customersegments,andoverallcustomerdemographics.Examplesofservicedelivery-relatedinformationareasfollows:
n Howservicesareaccessed(online,inperson,overthephone)
n Dayortimeservicesareaccessed
Inordertounderstandandanalyzeyourcustomer’scharacteristics,itisrecommendedyougatherbasicdemographicdata(attheendofyoursurvey)onthefollowingbackgroundcharacteristics:
n Age
n Gender
n Race/ethnicity
n Income
n Zipcode
Yourprogrammayhavemandatedreportingrequirementsfordemographicinformationandifsothenthosecategories(forexample,ageranges)shouldbeused.Ifnot,thentheCounty’ssuggesteddefaultcategoriesarepresentedinAppendixC.
Thecounty’sEquityandSocialJusticeOrdinancefocusesonrace,income,class,gender,andneighborhood.Manyoftheseitemswouldbedirectlyaddressedbyincludingquestionsaboutthecharacteristicsrecommendedabove.AppendixCpresentssuggestedwordingfortheseandadditionaldemographiccharacteristicsthatmaybeusefultoyourprogramforreviewingresultswithanequity/socialjusticelens.Suggestedwordingforquestionsonemploymentstatus,primarylanguage,andeducationlevelalsoisincluded.
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4. Open-ended questions
Recommendedquestionsuptothispointhavebeenstructured,fixed-alternative,Likert-typequestions(e.g.,multiplechoice).Inordertogathertruequalitativeimpressionsfromcustomersandallowthemtoexpressthemselvesintheirownwords,itisrecommendedthateachsurveyincludeatleastoneopen-endedquestion.
Examplesofpossibleopen-endedquestionsareasfollows:
n Isthereanythingelseyouwouldliketotellus?
nWhatisthemostimportantthingcanwedotoimproveourservice?
nSuggestions/comments?
LengthThelengthofsurveysisalwaysaseriousconsiderationsinceitdirectlyimpactsthenumberofcompleteresponsesyouwillreceive.Surveysshouldbeasshortaspossiblewhilegatheringneededinformation.Aroughguideforsurveylengthisasfollows:
nOnlineandmail–5to10minutes
nTelephone–5to20minutes
nPapersurvey(atpointofservice)–2to5minutes
Althoughacommentcardisnotareplacementforastatisticallyvalidorrepresentativecustomersatisfactionsurvey,commentcardsdoprovidehelpfulinformationaboutissuesthatneedtobeaddressedbyaprogramorservice.Commentcardsprovideasimplewaytogetbasiccustomersatisfactioninformation.
Survey administrationAlthoughthisguidelineisnotmeanttoreplacemoretechnicalsurveydesigninformationin-cludedinthereferencessection,thefollowingrecommendationsshouldbeconsideredwhenfieldingcustomersurveys.
Methodology
Thesurveymethodologyshouldbecapableofreachingarandomorrepresentativesampleofyourcustomersandgatheringtheinformationyouneed.Themethodologyalsoshouldmeetyourresourceconstraints(forexample,timeandbudgetlimitations).
Pre-testing
Beforefieldingthesurveywithalargersampleofcustomers,thesurveyinstrumentshouldbepre-testedwithasmallnumberofcustomerstomakesurethatquestionsmakesense,arerelevant,andprovideusefulinformation.Inaddition,thesurveymethodologyshouldbepre-testedtoinsurethatitflowssmoothly.
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Advance notice/reminders
Gettingalargenumberofsurveyscompletedrequiresdiligentcontactandfollow-up.Forex-ample,letters(orpostcards)advisingcustomersthattheywillreceiveasurveyandfollowuplettersremindingthemtocompletethesurveyareimportantinobtainingagoodresponsetoamailedsurvey.Similarly,emailsprecedingasurveyandperiodicemailreminderswillbeneces-sarytogetsufficientresponsetoemailed/onlinesurveys.
Scheduling
Holidaysshouldbeconsideredwhenschedulingsurveys.Forexample,itismoredifficulttoob-tainagoodresponsetoasurveyconductedinlateNovemberandDecember(afterThanksgiv-ingandbeforeNewYear’s)thanitistoconductasurveyinlateJanuaryandFebruary.
Translation
Althoughthe2010ExecutiveOrderonwrittenlanguagetranslationonlyappliestoprintedpubliccommunicationmaterialsandvitaldocuments,departmentsareencouragedtotranslatesurveysandrelatedresearchmaterialsiftheprimarycustomerbaseasLimitedEnglishProficiency(LEP)orifthedepartmentisdoingtargetedserviceimprovementworkinaspecificneighborhoodorcitywherefivepercentormoreofthepopulationdoesnotspeakEnglishasaprimarylanguage.PleaserefertotheExecutiveOrderon“WrittenLanguageTranslationProcess”andrelatedguideline(includinglanguagemaps)at:www.kingcounty.gov/exec/styleguide/translation.
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5. Developing and conducting focus group discussionsDepartmentsmaywanttoconsiderusingfocusgroupdiscussionstosupplementcustomersatisfactionmeasures.Focusgroupsbringasmallnumberofpeople(usually6-12customers)togethertodiscussresearchquestionsandgeneratequalitativeinformationabouttheirfeelingsandopinions,aswellastheirreasonsforthoseopinions,attitudes,andbeliefs.
IntheKingCountycustomersatisfactionmeasure-mentprocess,focusgroupswouldbemosthelpful(1)atthebeginningofthemeasurementprocess,toidentifyanddefinedriversofcustomersatisfaction,and(2)neartheendofthemeasurementprocess,tohelpinterprettheresultsofthecustomersatisfactionsurveys.
The following recommendations should be considered when designing and conducting focus groups:
Participant selection
Focusgroupparticipantsshouldbeabletospeaktothequestionsthatwillbeexploredinthefocusgroup.Thus,participantsshouldshareacommonbaseofunderstanding,experience,and/orknowledgethatwillallowthemtoengageinadiscussionofthequestions.Inaddition,relevantbackgroundcharacteristicsmaybeconsideredwhenrecruitingfocusgroupparticipantsinordertoinsurethatarangeofcustomerperspectivesisincludedwhilestillpermittingopendiscussioninthefocusgroup.IfyourprimarycustomerbasehasLimitedEnglishProficiency,thenconsiderholdingafocusgrouptargetedtothatspecificpopulationorcommunity.Focusgroupswithcountyemployeesorinternalservicerecipientscanbeusedbyinternalcountyservices.
Focus group moderation
Inordertohavesuccessfulfocusgroups,thegroupsshouldbefacilitatedbyanexperiencedmoderatorwhoisnotpartoftheorganizationconductingthefocusgroups.Focusgroupmoderationischallenging,andamoderatorwhoisaffiliatedwiththecountyorganizationconductingthegroupsislikelytoinfluencethediscus-sionorcauseparticipantstoframetheircommentsmorecarefully(orpositively)thantheywouldwhentalkinginagroupwithanunbiased,third-partymoderator.
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Analyzing focus group results
Thequalitativeinformationobtainedinfocusgroupscanhelpexplainwhycustomersfeelandperceivethingsthewaytheydo;theirrangeoffeelingsandopinions;andthereasonsfortheirfeelings,perceptions,andopinions.However,focusgroupsdonotgeneratequantitativeinfor-mationand,therefore,willnotgiveanyindicationastowhatpercentagesofcustomershave,forexample,aparticularopinion,experience,orpriority.Thus,focusgroupsareagoodsupple-mentto,butnotasubstitutefor,quantitativesurveyresearch.
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6. Analyzing, reporting, and using customer satisfaction informationIn-line with the King County Strategic Plan’s service excellence goal, customer satisfaction measures will help make customer service a primary focus for all employees while informing managers about opportunities for operational improvements.
ForthepurposesofExecutiveOfficereviewandpublicreporting,agenciesshouldpreparetoreportbothonoverallcustomersatisfactiontrends,andontheircustomers’opinionsaboutkeydriversofsatisfaction–theaspectsofthecustomerexperi-encethatmostinfluencetheiroverallsatisfaction.Inaddition,agenciesshouldtrytorelatesubjectivecustomersatisfactionresultstoobjectiveperfor-mancemetrics.
Thefollowingtypesofmeasuresareexpectedtobereportedregardingcustomersatisfaction:
nOverallsatisfaction
nKeydriversofsatisfaction
nKeyperformancemeasures
Overall satisfaction:Agenciesshouldreporttheaverageoverallsatisfactionratingfromallrespondentsofacustomersatisfactionsurvey.Agencieswouldderivethisfroman“overallsatisfaction”question,forexample,“Overall,howsatisfiedareyouwiththisservice?”Inaddition,agenciesshouldpresentthedistributionofoverallsatisfactionscoresacrossthescale–ofallresponses,whatpercentwereequalto1,2,3,4,and5.
Key drivers of satisfaction:Agenciesshoulddeterminekeydriversofsatisfactionfortheirproductsorservices–thoseaspectsofthecustomerexperiencethatmostinfluenceoverallsatisfaction–throughcustomerresearchsuchasfocusgroupsandsurveys,orthroughhistoricalprograminformation.Agenciesshouldthenusetheircustomersatisfactionsurveytogetcustomerfeedbackonkeydriversofsatisfaction.Aswithoverallsatisfaction,agenciesshouldreportresultsasaverageratingsanddistributionofresponsesacrossthescale.SeeAppendixBforamenuofdriversofcustomersatisfaction.
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Key performance measures: Thesemeasuresareadditionalobjectivedataselectedbytheagencytoprovidecontexttothedatagatheredviasurveys.Theyshouldrelatetothekeydriversofsatisfactionidentifiedbytheagency.Thesemeasuresarenotderivedfromtheircustomersatisfactionsurveys,butcomefromagencyrecords,documentation,andperformancemanagementsystems.
Someexamplesofkeyperformancemeasuresinclude:
nObjectivedataonactualreportedsafetyincidentsvs.perceptionofsafetyderived fromsurveys
nObjectivedataontimelinessvs.perceptionoftimelinessderivedfromsurveys
Oncedatahavebeencollectedandanalyzed,departmentswillcompareagainstperformancetargetsforeachmeasureandshowtrendswhenpossible.
Afterthecustomersurveyhasbeendesignedandadministeredandthesurveyresultsanalyzedtoprovideinsightintocustomerbeliefs,themostimportantpartofthecustomersatisfactionprocesscanbegin:Findingwaystousethesurveyresultsandinsightsthroughoutyouroperationalandmanagementpractices.
Someofthewaysthatcustomersatisfactioninformationshouldbeusedarelistedbelow:
Management & Program Improvement nUnderstandingcustomerperspectivesandfindingareasforimprovementinprocesses
andservicedelivery
nRefiningandimprovingthecustomersatisfactionmeasurementprocess
nInternalstaffmeetingsandmanagementdiscussionsofperformance
nExecutivelevelbriefingsandperformanceforums
Reporting nPublicreportinginannualreports,performancereports,Websites,andnewslettersto
stakeholders,partners,andcustomers
nInternalreportingtoprogramstaff,management,andorganizationalpartners
nStrategicandbusinessplanninganalysesanddocuments
Funding nSharingcustomerdataingrantapplicationsandlevyproposals
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7. Taking the first stepsTheCustomerSatisfactionSurveyDesignWorksheet,includedasAppendixD,canbeusedbystafftoprepareforanddesignadepartmentorprogramcustomersatisfactionsurvey.
Inadditiontothisguide,thereareothercustomersatisfactionmeasurement-relatedresourceswithinthecounty.
Yourdepartment’sCustomerServiceOfficerandPublicInformationOfficershouldbeconsultedandinformedwhenyouinitiateyourcustomersatisfactionwork.
Ifyourdepartmentdoesnothaveexpertiseinchoosingamethodology,designingandconductingasurveyorfocusgroups,oranalyzingsurveyresults,itmaybehelpfultoconsultaspecialist.Thecounty’sHumanResourcesDepartmenthasaconsultantrosterwithconsultantswhocouldassistwithcustomersurveys.TheKingCountyCustomerServiceDirectorandperformancemanagementstaffintheOfficeofPerformance,Strategy,andBudgetarealsoavailableforconsultation,guidelines,andreview.AlsolookattheCustomerSurveyintranetpageforalistofsurveyspecialistswithinthecountywhomaybeabletoprovideconsultationandassistance.
Some final words…Althoughcustomersatisfactionmeasurementmayseemchallengingorevendaunting,theinformationcanbeverymeaningful,powerfulandeveninspiring.HereareafewactualcommentsreceivedfromKingCountycustomersaboutourprogramsandservice:
" Your staff [names] provided excellent, kind and efficient customer service. They are a great team and terrific representatives for King County. Thank you!!"
" Staff member [name] always stood out as someone who genuinely cared about the customer. I see him winning over customer after customer with his smile and ever friendly and cheerful demeanor."
" I arrived in Seattle and was homeless without any money or friends. The King County Veterans Program allowed me time to repair my life and proceed with my education; this was vital."
" I would personally like to thank [staff member name] for all of her hard work on my case. Without her I would never have accomplished my goal."
" This was overall the very best experience I ever had dealing with a county agency. Thank you for a great experience!"
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Appendix A: Additional Resources
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Thereareadditionalresourcesthatmaybehelpfulasyoubetterunderstandyourcustomers,developsurveysinstrumentsandsurveyapproaches,andworktoimproveservicedelivery.
Understanding Your Service and CustomersKenMiller.2006.We Don’t Make Widgets: Overcoming the myths that keep government from radically improving. GoverningBooks (www.governing.com/books).
KenMiller.2002.The Change Agent's Guide to Radical Improvement. ASQQualityPress.
John H. FlemingandJim Asplund.2007. Human Sigma: Managing the Employee-Customer Encounter. GallupPress.
Customer Satisfaction MeasurementHarryHatryetal.(ICMA).2006.“How effective are your community services? Procedures for Performance Measurement, 3rd edition.”Seechapteronusersurveys.
TerryGVavra.1997.“Improving your Measurement of Customer Satisfaction: A Guide to Creating, Conducting, Analyzing and Reporting Customer Satisfaction Measurement Programs”
UK Customer Service Excellence: ComprehensivepublicsectorserviceexcellenceprogramintheUK
n Promoting Customer Satisfaction: Guidance on improving the customer experience in Public Services
n How to measure customer satisfaction: A tool to improve the experience of customers
MORISocialResearchInstitute n Measuring and Understanding Customer Satisfaction
Canadian Institute for Citizen-Centered Service: Canada’scustomer-focusedreformefforts
n The Common Measurements Tool
n Toward Citizen-Centered Service Delivery: A How-to Guide for Service Improvement Initiatives
n How to Conduct Customer Surveys
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EuropeanPublicAdministration
n European Primer on Customer Satisfaction Management
NewZealand:NewZealandgovernment’sexperienceusingtheCanadianCommonMeasurementTool
n A guide to using the Common Measurements Tool
n Understanding the Drivers of Satisfaction and Trust in Public Services
NationalCenterforCivicInnovation.2008.Tips for Conducting Focus Groups to Develop Government Performance Measures and Reports
Service Delivery ImprovementMichaelL.George.2003.“Lean Six Sigma for Service: How to use LEAN Speed & Six Sigma Quality to Improve Services and Transactions.”
iSixSigma:WebresourcesonprocessimprovementusingtheSixSigmaapproach.
Appendix B: Drivers of Customer Satisfaction
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Driver Description/Examples
EndResult nThequalityoftheendproductorservice,separatefromthecustomer’sexperienceinobtainingit.
nIntheend,thecustomergotwhattheywanted.
nThefunctionalityoftheproductorservice.Theendproductorservicemeetsthecustomers’needs.
nTheavailabilityofservicefacilities,staffandgoodstothecustomer,includingboththequantityandtherangeofservicesandproductsmadeavailabletothecustomer.
Timeliness nSpeedandtimelinessofservicedelivery.Thisincludesthespeedoftheserviceandtheabilityoftheserviceprovidertorespondpromptlytocustomerrequests,withminimalwaitingandqueuingtime.
Information nTheabilityoftheserviceprovidertocommunicatewiththecustomerinawayheorshewillunderstand.
nTheclarity,completenessandaccuracyofbothverbalandwritteninformationcommunicatedtothecustomerandtheabilityofstafftolistentoandunderstandthecustomer.Thisincludeskeepingthecustomerinformed.
StaffCompetence
nTheskill,expertiseandprofessionalismwithwhichtheserviceisexecuted.Thisincludesthecarryingoutofcorrectprocedures,correctexecutionofcustomerinstructions,degreeofproductorserviceknowledgeexhibitedbycontactstaff,therenderingofgood,soundadviceandthegeneralabilitytodoagoodjob.
nStaff’sapparentcommitmenttotheirwork,includingtheprideandsatisfactiontheyapparentlytakeintheirjob,theirdiligenceandthoroughness.
nAnabilityonthepartoftheserviceworkertoflexiblyamendoralterthenatureoftheserviceorproducttomeettheneedsofthecustomer.
Reliability nThereliabilityandconsistencyofperformanceofservicefacilities,goodsandstaff.Thisincludespunctualservicedeliveryandanabilitytokeeptoagreementsmadewiththecustomer.
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Driver Description/Examples
Staffattitude nFriendliness:thewarmthandpersonalapproachabilityofcontactstaff,includingcheerfulattitudeandtheabilitytomakethecustomerfeelwelcome.
nCourtesy:thepoliteness,respectandproprietyshownbycontactstaffindealingwiththecustomerandhisorherproperty.
nCare:theconcern,consideration,empathyandpatienceshowntothecustomer.Thisincludestheextenttowhichthecustomerisputateasebytheserviceandmadetofeelemotionallycomfortable.
nAttentiveness/helpfulness:theextenttowhichtheservice,particularlyofcontactstaff,eitherprovideshelptothecustomerorgivestheimpressionofinterestinthecustomerandshowsawillingnesstoserve.Thisincludesgoingtheextramile.
Fairness nThehonesty,justice,fairnessandtrustwithwhichcustomersaretreatedbytheserviceorganization.
Access nInperson:theabilitytogettotheservicelocation,visible&clearsignage,navigatetheserviceenvironment.
nOnthephone:theabilitytogetthroughonthephone,navigateanautomatedphonesystem,speakwithanagent.
nOntheweb:theabilitytofindwhatisneededontheweb,easeofnavigationontheweb.
Look&Feel nTheaestheticappearanceandtheambienceoftheserviceenvironment,thepresentationofservicefacilities,goodsandstaff.
nThecleanandtidyappearanceoftheserviceenvironment,facilities,goodsandcontactstaff.
nThephysicalcomfortoftheserviceenvironmentandfacilities.
Safety&Security
nThepersonalsafetyofthecustomerandhisorherpossessionswhilereceivingtheserviceorproduct.
nThemaintenanceofconfidentiality.
Convenience nTheeasewithwhichitistoobtaintheproductorreceivetheservice;nohassles.
Value&Cost nThedegreetowhichcustomersperceivetheproductorserviceasworththeexpense.
nCanincludedirectmonetarycostsaswellasimpliedorindirectcostssuchastheamountoftimerequiredofthecustomertoobtaintheproductorservice(includingpreparationortraveltime).
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Inordertobetterunderstandservicedelivery,customersegments,overallcustomerdemographics,andtoevaluateequityinservicedelivery,thesebasicdemographicquestionsaresuggested.
AgeInwhichoftheseagecategoriesdoyoubelong? n 18to24 n 25to34 n 35to44 n 45to54 n 55to64 n 65to74 n 75orolder
Race/EthnicityAreyouofHispanicorLatinoorigin? n Yes n No
Whichone-ORMORE-ofthefollowingwouldyousayisyourrace... n White n AfricanAmericanorBlack n Asian n NativeHawaiianorOtherPacificIslander n AmericanIndian,AlaskaNative n Somethingelse(specify:)
Annual Household IncomeWhichofthefollowingbestdescribesyourannualhouseholdincomebeforetaxes? n lessthan$24,999 n $25,000-$49,999 n $50,000-$74,999 n $75,000-$99,999 n $100,000-$149,999 n $150,000ormore
Appendix C: Suggested Demographic Categories
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For programs that would benefit from an understanding of customer information on employment, education status, and primary language, these questions are suggested.
Employment StatusAreyoucurrently... n Employedforwages(fullorparttime) n Self-employed n Homemaker n Student n Outofworkformorethan1year n Outofworkforlessthan1year n Retired n Don’twork n Unabletowork
EducationWhatisthehighestgradeoryearofschoolyoucompleted? n Lessthanhighschool n Somehighschool n Grades12orGED(Highschoolgraduate) n College1yearto3years(Somecollegeortechnicalschool) n 4-yearcollegegraduate n Graduateorprofessionalschool
Primary LanguageWhatlanguageisusuallyspokenathome? n English n Spanish n Russian n Ukrainian n Vietnamese n Chinese n Korean n Japanese n Somethingelse(specify)
Immigrant Status n WereyoubornaU.S.citizen?(Yes/No)
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Thisworksheetisdesignedtohelpyouthinkthroughsomekeyissuesasyouplantoconductcustomersatisfactionwork.Thisismeantasastartingpointtohelpyouidentifykeyissuesandallowyoutoplanyourwork.Pleaserefertotheguidelinesdocument,surveyreferences,andanypreviouscustomersatisfaction-relatedworkdonebyyourprogramindevelopingtheseresponses.
Theunderlinedsectionsaredesignedtoallowyoutobrieflywritearesponse,helpyouclarifyyourapproach,andallowyoutogetfeedbackfromothersinyourorganization.
1. Describe your Product/Service n Howdocustomersusetheservice(facetoface,online,forms,phone,viacontractor)?
n Whatisthespecificproductorservicefromthecustomer’sperspective?
n Istheproduct/service:information,voluntary/required,availableatotherplacesorvia alternativevenues(counterservicevs.online,availablefromdifferentagencies),etc.
n Levelofcomplexityofinteractionsforcustomers
n Whatisthedirectcostoftheproduct/serviceforthecustomeratthepointofdelivery?
n Arethereindirectcoststothecustomerassociatedwiththeproduct/service,suchastravel timeortimerequiredtofilloutforms?
n Potentialdisparitiesbetweenagencyandcustomerdescriptionsoftheservice
The product/service we are going to gather customer opinion about can be described as:
Appendix D: Customer Satisfaction Survey Design Worksheet
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2. Describe your customers n Quantity:Approximatelyhowmanycustomersdoyouserve?
n Segmentation:Canyoubreakdownyourcustomersintodifferentgroupsbasedonservice needs,location,orotherkeycharacteristics?Dodifferentgroupsofcustomersneed differentproducts/servicesorisit“onesizefitsall”?
n Demographics:Howwelldoyouunderstandthedemographicsofyourcustomers? Ethnicity,age,gender,income,educationallevelcanallplayaroleinhowyouprovideand assessyourproduct/service.
n Otherpatterns:Doyouhaveasteadystreamorirregularcustomers?Aretheretimeofday orseasonalpatterns?
n Potentialcustomers:Definingpotentialcustomerscanhelpyouidentifykeyissuesyoumay needtoconsiderinexpandingyourcustomerbaseorservicedemand.
The customers of this product/service can be described as having the following characteristics:
Our customers can be segmented in the following ways:
3. Identify the key drivers of satisfaction for your customers. How do you know these are the key drivers? n Drawuponprevioussurvey,outreach,focusgroup,complaints/feedback,andother
customerinteractionwork.
n ReviewthemenuofKeyDriversinAppendix Bforideas.
n Conductanewsurvey
n Documentthebasisforthekeydriversyouhavechosen.
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The key drivers of satisfaction for this product/service are:
We know that these key drivers are important based on the following:
4. Based on the key drivers selected, which specific questions will you use?Youcanusemorethanonequestiontounderstandanyparticularkeydriver,butremainmindfuloftheoverallsurveylength.
Key Driver 1: _______________________________________________________
Proposed Questions:
Key Driver 2: _______________________________________________________
Proposed Questions:
Key Driver 3: _______________________________________________________
Proposed Questions:
Key Driver 4: _______________________________________________________
Proposed Questions:
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5. Do you have other performance measures relative to customer satisfaction that you can use that are not survey-based (e.g., objective quantifiable data) to use for comparison and to provide additional context? n Thethreemostlikelykeydriversthatwouldhaveotherperformancedatainclude:
availability(forexample:Internetuptimeordowntime),timeliness(forexample:actualtime measuresofservicespeedortimeelapsed),andsafety/security(forexample:reportedor investigatedsafetyincidents).
n Asanexample,ifyouhaveconductedpreviousfocusgroupsandyoulearnedthatyour customersexpecta2minuteorlesswaittime,youcangatherwaittimedatathrough anothermethod(e.g.,periodictimedobservations,automatictimetrackingtechnologies).
n Withsafetyasanexample,perceptionsofsafetyareimportantbutdon’ttellthewhole story,actualincidentdatacanbehelpfultoshowthatbusesaresafeorcrimeisgoing downinaneighborhood.
These additional measures are also helpful in helping us understand the context of our customer’s experiences:
6. What are the best ways to reach your customers to gather their opinions? n Considerwaysthatyouwillbeabletogetfeedbackfromyourcustomers:inperson,
online,throughtheU.S.Mail,viaaphonesurvey,withcommentcards.
n Considercost,practicality,andhowthesemayimpactresults.
The best way to reach our customers to gather their feedback is:
7. How will you use random sampling principles to ensure the customers you survey represent your entire customer base? n Randomsamplinghelpsassurethatyouarenotonlygettingfeedbackfromthemost
unsatisfiedorsatisfiedcustomers,butamixofcustomersthatrepresentyourentire customerbase.
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n Ifyouhavesmallnumberofcustomers,youmayneedtotrytogatherfeedbackfromallof themtoensureadequaterepresentativeness.
n Forlargernumberofcustomers,howwillyoudevelopasamplingapproach?Willitbe everyothercustomer,everythirdcustomer,every10thcustomer,etc.?
The sampling approach for this survey is designed as:
This sampling approach addresses random sampling/representativeness by:
8. After you have completed the survey and analyzed the results, you need to draw some conclusions and propose potential service improvement or management actions. n Whichdriverisgoingtobethefocusofyourimprovementefforts?Whatdidyourdatatell
youaboutwhatareamayneedimprovement?
n Isanyactionwarranted?Ifso,whatisyouractionplanorkeysteps?
n Whereareyougoingtoreportthedata?Optionsmightincludeatstaffmeetings,in reports,onyourWebsite,etc.
The driver(s) of satisfaction that we are going to initially focus on is:
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What are we going to do to improve our customer’s experience with our product/service?
We plan to present these customer satisfaction findings at: