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Department of Finance & Administrative Services Customer Satisfaction SurveyFall of 2015

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Survey ran from September 9 through September 30, 2015

223Total Responses

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Purpose• DFAS conducted a customer satisfaction survey to:

• Assess customer satisfaction with various aspects of our services; • Request specific feedback on our services; and • Allow us to set a benchmark satisfaction level for each division.

• The survey included the 7 DFAS divisions plus the Warehouse. These were Accounting, Budget, 311 Citizen Contact Center, Fleet, Purchasing, Risk, and Treasury.

• While the survey was sent out to most city employees, we asked employees to only fill out the survey if they use DFAS services. We estimate the user population to be between 300 and 500. Of this population, 223 responded, which would be a 45% to 74% response rate.

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Survey Question 1/2

Indicate your level of agreement with the following statements regarding each Division, Choosing from Strongly Agree (5), Agree (4), Neutral (3), Disagree (2) , Strongly Disagree (1)

My interactions with staff are generally positive

Staff conducts themselves in a courteous and professional manner

Staff has appropriate knowledge and skills to meet my needs

I receive a prompt response to questions

My requests are processed in a reasonable timeframe

Staff has a willingness to listen and attend to my needs

Staff offers alternatives to my request if it is not feasible

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Survey Question 2/2

Please provide specific feedback in this comment box in the areas where you either disagreed or agreed with the statement for _______ Division. We want to determine what if anything we can do to improve in those areas.

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DFAS Average Score 3.81

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Customer Feedback Themes

Strengths: • Staff is helpful, knowledgeable, always polite; Staff is courteous,

experienced, a pleasure to work with, folks are great, most skilled financial people, top notch, ethical, awesome to work with; Terrific staff, courteous, attentive, helpful, wonderful service, I love 311, awesome, great, positive, quick, prompt, happy, friendly, knowledgeable, professional; Helpful, professional, great people, polite; Some excellent employees, certain staff go above and beyond, staff are generally polite, well-informed; Very positive interactions, great team that is very customer focused and helpful, always a pleasure to work with staff, staff is great, great bunch of people that work hard, always professional, assist promptly; Generally well run division, friendly, positive, questions promptly answered, professional, helpful; Responsive, quick to offer alternative solutions, courteous, knowledgeable, professional, customer focused, helpful, positive experience, consistent, good performance, timely, respectful.

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Customer Feedback Themes

Weaknesses: • Processing time on requisitions, invoices getting paid, travel reimbursements;

budget documents/approvals, 311 internal dept. info could use quicker responses, turnaround time from departments is lacking, timeliness for preventive maintenance

• Response time with emails, voicemails, (mail boxes full) KRONOS payroll, Response to customers

• Lack of consistency • Lack of communication: No follow up response, no response to 311 app from

departments • Customer Service - improved internal customer service, attitudes can be short,

treatment of employees who use workers comp is unsatisfactory, poor quality, experience with Employee Health, attitude could be improved , not the friendliest at Plaza del Sol, needs to be more collaborative and forward thinking

• Skills - skill level of rank and file staff could be improved

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Action Plan

Department Wide Immediate Actions:• DFAS management is in the process of procuring customized customer service

training from UNM Continuing Education for all DFAS employees. The purpose is to change to customer oriented culture, establishing minimum customer services standards on communications, timely responses, managing expectations, answering protocol, basic professional behavior with internal and external customers

Department Wide Longer-term Actions:• Conduct staffing analysis for all divisions and better understand staff turnover• Conduct process review for major processes

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Action Plan: Additional Division Specific Plans

Accounting:• Worked with staff to create a specific plan to deal with response times,

service, staffing and process related complaint areas. Created a Customer Service Standard for the accounting division. This will be given to all accounting employees and displayed in all areas. We are going to hold quarterly meetings to increase communication and talk about customer service. We are providing additional training in Outlook and excel and creating FAQ’s to help answer questions. Job aids and cross training are going to increase in fiscal year 2016.

Budget: • Educate user departments on the bigger financial picture (a City Public

Finance Landscape 101) to our monthly meetings with fiscal managers and accounting and at our quarterly presentations we make to management training at PSU.

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Action Plan: Additional Division Specific Plans

311 Customer Call Center: • Provide refresher training for the 311 team to ensure consistent responses

and improve the appropriate routing of service requests to our internal and external customers.

• Feedback and frustrations with our current CRM systems limitations will be addressed with the implementation of our updated CRM system. The updated system has the ability to move data captured to the departments "3rd party" software, whereas today each department has to double enter information and create work arounds. With this enhancement and the capabilities of the updated CRM we can work even closer to streamline processes and department instruction to agents.

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Action Plan: Additional Division Specific Plans

Fleet Management:• One Concern repeated throughout comments was timeliness of preventative maintenance services. • The Fleet Parts Room staff is in the process of removing approximately 30% of its inventory due to

duplication from the facility consolidation and obsolescence due to the retirement of several vehicle models. Staff then plans to increase and expand overall inventory by approximately 50% to accommodate the new models being added to the fleet and help reduce vehicle or equipment downtimes.

• Fleet will be proposing the hiring a temp for tires and fast repairs and dedicating a bay for just PMs, no other repairs will be performed on this lift.

• Fleet would like to begin educating customers of the average wait times for PMs. We are going to post

the average wait times in our customer service area that identify the different PMs and the average wait times. We will also post information to e-web with the same information.

• Fleet would like to incorporate a “Quick-Lube” service to the services we provide by obtaining

additional shop space. We have approached the Water Authority with regard to space they currently occupy with the hopes that we can utilize in the near future for this purpose.

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Action Plan: Additional Division Specific Plans

Purchasing:• ERP Purchasing Remediation should help with turnaround time• Work with staff on returning phone calls and emails more timely• Conduct business process review to help with slow turnaround time• Conduct staffing analysis• Research staff retention strategies• Provide business owner training• Establish benchmarks regarding each purchasing method• Change staff assignments based on purchasing methods and dollar thresholds

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Action Plan: Additional Division Specific PlansPurchasing Warehouse:• Concern raised in survey related to stocking of items for Departments, the Warehouse Catalog, and price

competitiveness. • Stock outs; the Warehouse buyer is now working on cleaning up the non-contract report to ensure all items are

on contract and stock outs are minimized. We are also going to work on competitive bidding by commodity to provide the most competitive pricing. This would also allow the buyer to manage these contracts because each commodity would expire at the same time.

• Catalog: The catalog has a search function that some employees may not know how to properly utilize. Training

the Departments on how to search items from the catalog is underway and there is also an ongoing project with ERP to update our catalog with pictures.

• Trainings for Reports: Comprehensive reporting of goods usage is available for managers to evaluate the

consumption of goods and better manage budget (backorders, cost by order, cost by distribution, etc.) • Lower the Service charge: We currently charge 17% for stocked items and 8% for JIT items and 5% for office

supplies. I would like to see the 17% adjusted lower to reduce the sales price to the Departments. This would welcome more business and reduce the amount of P-card usage.

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Action Plan: Additional Division Specific Plans

Treasury: • Provide customer service training• Seek professional development for managers• Provide cross training and overall awareness of the following areas:

Bank Reconciliation Investment Bonds Business Permitting

• Provide team building events