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HomeMy WebLinkAbout2000-01-11; City Council; 15571; Customer Service/Strategic Initiative Team-. CITY OF CARLSBAD -- AGENDA BILL AB# 6 FT/ TITLE : CUSTOMER SERVICE/ MTGT STRATEGIC INITIATIVE TEAM (SIT) DEPT. 5 3 RECOMMENDED ACTION : Consider the recommendations of the Citizen and Customer Service SIT. If Council concurs, direct the City Leadership Team to implement those recommendations accordingly within the City of Carlsbad organization. ITEM EXPLANATION : To engage the City’s mission of providing top quality services, and also achieve the City Council’s strategic goal “To ensure the effective and efficient delivery of top quality services to our community”, City staff has organized a strategic initiative team whose focus is to enhance customer service. Initially emerging as a result of the City’s Futuring Conference in 1996, a Strategic Change Team was established to address issues related to the City’s strategic planning process. One critical outcome acknowledged as part of that planning process was the importance of internal customer service within the City of Carlsbad organization and service to those external customers that live, work and visit our community. Formed in January of 1999, the make-up of the Citizen and Customer Service SIT was comprised of volunteers throughout all five Major Service Areas of the workforce. Those areas include; Administrative Services, Community Development, Community Services, Public Safety and Public Works. The task of the SIT was promptly defined as, “designing a process through which the City of Carlsbad can create and sustain a citizen and customer-centered service culture founded upon three factors; 1.) Attitude, 2.) Ability and 3.) Accountability.” Over the past year, the team has developed a strategy identifying five focal points that relate to a process that will ensure the customer service provided by employees within our organization is maintained at the highest level. Those focal points are: l Hiring & Orientation systems which emphasize the importance of customer service throughout our organization. l Training systems to assess and develop the customer service skills of our employees. l Customer feedback systems to evaluate performance and establish standards for customer service. l Performance Management systems to guide the delivery of customer service by our employees. l Rewards and Recognition systems by which employees are acknowledged for providing exemplary customer service. AB# $s7/ Page 2 Representatives of the Citizen and Customer Service SIT will present the findings and recommendations of the group as they relate to their efforts to ensure, enhance and sustain a customer-centered service culture throughout the City of Carlsbad organization. FISCAL IMPACT: Initial implementation costs of this program are considered minimal. Staff will incorporate future costs associated with Training and Customer Feedback Systems within each departments annual Operating Budget. EXHIBITS: 1. CustomerServiceHandbook (on file in the Clerk's Office) 2. Recommendations from the Strategic Implementation Team (On file in the Clerks Office) - -. 4 &opt &wj’ about a$$i@Qtgltts, tgafiW@r& probh.eti mhifig, &d sugg.@3&ioI% &r cWt@ti::$T cMl%hmr8l%.g3$ Presented by: Ttae Customer Service Strategic Initiative Team %iftmdu&iefi T’hg &9u- 4 Short 8tory’ Jjipifig & <Q:~igfi$,atiofi Trail-G&Q .F- ~~fitributors 67; ~dhborators &:ga&p&j,, ~g&, &@&gp Marty Orenyak Facilitator+ Jim Boylan &gj$J&ufiit~ QgpVieg8 Gail Watts r Penny Thompson Keith Beverly P&g Jim Hawks Dale Stockton Mike St. Charles ,/ql&~ifii&p&iv:g &pvicg$ Marie Berkuti Mike Arthur Public War@ Michele Master-son Joni German Patty Cratty Fipg Tom Ritter Colleen Balch Wayne i-looper &fiaufiitjl” D:.g$V:gl@ffigfft Christine Wauschek Karen Garbry Lori Rosenstein e&q M&ag.ep’$ Q$Jicg Cindee Hollingsworth and Marty had a Vision.. . ,- City’ Cartid ~@~~Z~ Ensure the effective and efficient delivery of top-quality services to our community “Hey - I can do that, he says.” “hummm, and I can count it as a Goal - my Goal, their Goal, everybody’s Goal! WI I be Goalor ius!” h : Mmty’ &args hi8 Visiof% & i88ug3 af3 iliWati~~: “Thank you for your willingness to serve as a member of the Strategic Initiative Team! ” “Your mission is to help us move toward realization of the City’s vision for itself in the arena of citizen and customer service.” “All we have to do is design the process through which the City of Carlsbad can create and sustain a citizen and customer-centered service culture r founded upon three factors:” I. dttitudg- w 2,. dbiZit)l’ rv 3e &c@ul%abiZit~ “Then we can develop a plan for implementing the design, including recommending roles and responsibilities, timetables and resource requirements........and have meetings and have brainstorming and . . . . and snacks and . . . . blah, blah, blah, We can probably knock this out in a month or less! l We’ll narrow this down to Five Focal Points - Hiring & Orientation Systems Training Systems Customer Feedback Systems Performance Management Systems Rewards and Recognition Systems &it a v&g (g&-g out: “How lOfig v&Z it ta&g?” - Citizen 4% Customer Service Strategic Initiative Team Recommendations Hiring & Orientation System I Recommendation #l - &ring a orientrtion systm A. Include standardized questions designed to reveal applicants’ attitudes, both in general and specifically as they relate to serving others, in screening interviews citywide. B. Weight applicants’ customer service attitudes and interpersonal skills at least as heavily as technical proficiency in making hiring decisions. Implementation: (1) Human Resources develops template (2) HR and hiring department Recommendation #2 - uitig pi orieatation syrttm A. Incorporate customer service orientation and training as part of all new employees’ introduction to the city. (See also Training Systems Recommendations) B. Provide all employees with a Customer Service Guidebook outlining the principles upon which expectations for customer service are based. (Draft accompanying.) Implementation: Experience Car&bad Implementation Team h Citizen & Customer Service Strategic Initiative Team Recommendations Training Systems Preface Customer service in Carlsbad is a way of life. It is how we do business, how we conduct ourselves each day. That kind of commitment is not achieved and sustained through a “one- shot” training session. Carlsbad’s success in serving the public depends upon consistent operational reinforcement of the City’s Citizen and Customer Service Commitment (philosophy) as well as ongoing training to continuously improve the skills of City employees. Recommendation #l - nriaing syrtemr Encourage and enable employees to se&assess their customer service performance relative to expected standards and to take the initiative in further developing their customer service sldlls. A. Integrate completion of a self-assessment tool, such as the Customer Service Star published by HRDQ, into new employees’ first month of work to emphasize the importance attached to customer service at the City, and to provide employees with a framework for developing personal action plans for improving customer service. * Integrate questions derived from the profiling instrument into recruitment interviews. Advise candidates of the City’s Citizen & Customer Service Commitment, that customer service is a performance standard, and that - if hired - they will be given the assessment tool so that they can work proactively and seek support and assistance from other City resources/associates. l Incorporate completion of the profile in the first of two workshops on customer service. Support individual’s efforts to map personal action plans to enhance their customer service “profile”. B. Provide current City employees with an opportunity to conduct their own self-assessment and develop personal action plans via a series of workshops scheduled to make participation reasonably convenient for all employees. (Workshops could be the vehicle for roll-out of the Citizen and Customer Satisfaction Commitment) Implementation: Experience Carfsbad Implementation Team I r Recommendation #2 - T+hg SYSMIM A. Provide a three-hour Citizen & Customer Service Orientation Workshop for all new employees within thezrfirst month of service. B. Train manager-employee teams from throughout the City to present the Workshops. Suggested Workshop Topics: l Carlsbad Spells Service - the City’s Citizen & Customer Service Philosophy 0 Public Service as a important profession 0 Illustrative stories of Carlsbad service (possibly via video) 0 Serving external and internal customers 0 Feedback -3 Training + Performance Management 3 Rewards/Recognition 0 Customer service accountability - part of all employees’ performance appraisal 0 Human relations skills can be learned. l Individual Self-Assessment 0 Coaching on developing personal performance improvement plans Recommendation #3 - Tmining Systems Present a one-day Customer Service Workshop as basic skills development for all full-time and regular part-time employees that reinforces customer service as part of a citywide culture and introduces basic interpersonal skills for all employees to enhance internal and external customer service. Possible Workshop Topics: l Choosing your attitude (self-management) l Understanding, appreciating & managing differences in behavioral styles l Understanding customer needs l Core customer service skills 0 Active/empathic listening 0 Body Language 0 Appearance 0 Tone: managing how you say what you say 0 Best and worst things to say 0 Telephone tactics l Dealing with conflict and difficult/angry people l Importance of teamwork Implementation: Development and presentation of prototype workshops - Mike St. Charles, Rebecca Scally, Gail Watts, Debbie Harvey, Marty Orenyak, Jim Boylan ,r- Recommendation #4 -h&g SYSW!UN Work unit-specific customer service protocols and the training (and/or r-e-training) needed to use them are developed and implemented by cross-sectional teams at the work unit level. This training should address and/or integrate with general training on effective use of systems (i.e. phone, computer, tiles, and other resource materials.) Implementation: Department Heads 1 Recommendation #5 -training sym All regular work unit and/or departmental meetings incorporate discussion focusing on customer service experiences and learnings. Discussion focuses on appreciating successes, sharing successful strategies, identifying and correcting system-generated problems. Key learnings are communicated to other departments during quarterly department manager meetings. Implementation: Department Heads I Recommendation #6 -Training syaearp All quarterly managers meetings include a segment focusing on customer service. The segment would regularly include l Sharing lessons learned at work-unit/departmental levels l Sharing success stories and recognizing individual(s) involved l Managers host post-meeting lunch for those recognized and might periodically feature presentations by invited speakers (or videos) IImplementation: (1) HR (2) Department Heads and supervisors/section heads I Recommendation #7 -Training SYSWIU Develop a City-wide Resource Guide (hard copy and electronic) to help internal and external customers successfully navigate the organization in order to effectively meet their needs. The guide links to the City’s web site and supply answers to frequently asked questions (FAQs). F Recommend that individuals serving on the front line with customers be organized to help identify and prioritize contents. Possible listings: city departments, other agencies, schools, chamber of commerce. IImplementation: Karen Garbry (Community Development) Citizen & Customer Service Strategic Initiative Team Recommendations I Customer Feedback Systems Preface “If you are not serving the customer - you should be supporting someone who is. ” Every function in the city serves an internal customer or external customer, or both. All customers are equally important when striving to achieve the City Council’s mission of Ensuring the e&ctive and eflcient delivery of top-quality services to our community As further refined by the Leadership Team, the City of Carlsbad’s Vision for Citizen & Customer Satisfaction is delineated as - High Standards of customer service performance are communicated and maintained: Attitude, Ability and Accountability are the key attributes of Carlsbad’s citizen/customer centered culture. r Accountability: Methods of measuring citizen and customer satisfaction exist and are used to encourage continuing performance improvement. Why measure customer service? 1. To identify customer expectations The city may be meeting all its customer service standards but still not be achieving customer satisfaction. Knowing customers’ expectations is the first step to developing superior customer service. 2. To identify customer service successes Success is a great motivator. Employees, workgroups, and departments that receive recognition for their superior customer service are likely to continue to build on their successes. By creating a culture that values great customer service, employees will become empowered to meet that expectation. 3. To identify unknown customer service deficiencies Our customers are the only ones who can tell us how we are doing. Their perspective is unencumbered by our own biases and gives us an honest assessment of how the customer perceives our services, r- What customer services need to be measured? Customer satisfaction has to do with much more than just providing a service. Timeliness, competence, professionalism, courtesy, and convenience are all important aspects of customer service. However, as each function within the city provides its own unique service, every department will have some different customer service measurements. In general, customer surveys should request ratings (Scale of l-5 with l=Poor & 5=Excellent) for each of the following: Courtesy of staff Helpfulness of staff Competence of staff Completeness of service Availability of staff Timeliness of service How our service compares Overall satisfaction with the service received with other governmental agencies In addition, survey instruments should pose open-ended questions such as: 1. Do you have any recommendations on how to improve our services? 2. Any additional comments about the xxx department? 3. Would you like someone to contact you regarding your comments? Recommendation #l - CUSMW Feedbttek SYSMUS Establish a cross-functional Customer Service Committee to promote continuing customer service enhancements and to serve as a resource facilitating development of feedback mechanisms and service improvement processes at departmental and work unit levels. The Customer Service Committee would oversee implementation of the customer satisfaction initiatives recommended by the Strategic Initiative Team and generate suggestions for future initiatives based upon feedback from customers citywide. The committee would review, analyze and communicate results of citywide surveys and promote appropriate follow-up. It would also review area-specific survey data quarterly in order to provide the Leadership Team with a timely and comprehensive picture of the City’s customer service performance. The committee would also prepare an annual customer satisfaction report for presentation to Council. The Customer Service Committee can also help departments develop their surveys. The Committee will serve as an advocate for maintaining the city’s goal of providing great customer service by (among other things) promoting the benefits of surveying your customers! Ultimately, we believe surveying will become an indispensable resource for maintaining our great customer service. [Implementation: Two members of the SIT and one person per MSA I r- Recommendation #2 -Customer Feedback SYSWBS Publish a newsletter with citywide perspective for residents of Carlsbad, The purpose of publishing a newsletter in addition to those now distributed by the Recreation Department and Water District is to help residents better understand their City government and the City’s varied departments and services, and to encourage community members to communicate with us about their needs. Information in the newsletter would be designed to help the public (including our employees) more readily identify City resources appropriate to their needs. Additionally, the newsletter could itself serve as a source of community feedback via inclusion of periodic reader surveys and promotion of the City’s web site which could also invite site visitors’ comments on City services, resident’s needs, etc. The SIT recommends that the newsletter be published by the City’s Public Information Officer and/or a professional public relations firm. Costs will depend upon frequency of publication, production specifications and number of copies printed. A quality production projecting an image of competence and professionalism is the goal. Implementation: Public Information Officer and/or a professional public relations firm. Recommendation #3 - Customer Feedback systema Annually, conduct a citywide customer satisfaction survey using the most cost effective methods possible to produce a statistically valid representation of community opinion. The annual citywide survey is a mechanism for measuring and tracking overall public perception of the City, its staff, services and facilities. Year-to-year comparisons will enable City leaders to gauge the effectiveness of the organization’s efforts and, at the same time, better understand variations, if any, in customer satisfaction and opinions which may be related to demographic or other factors such as geographic location, etc. The survey is also a vehicle through which to gather insights into community members’ and other customers’ thinking about civic priorities and other topics relevant to forward planning City services, public policy and related matters. Implementation: The new ‘*Resource Team” Recommendation #4 - curto~ hdbaek SYSWIBS All departments with access to the necessary information, regularly complete follow-up satisfaction surveys of those recently served. Because these surveys can be focused on specific services, feedback obtained from them will be more immediately useful in continuing performance improvement efforts. Survey results are compiled and forwarded to the Customer Service Committee quarterly. Written surveys are the most common way to measure customer satisfaction. They should be brief, convenient and easy for our customers to return. A written survey mailed directly to all customers, or, if not practical, to a random sample of customers after service has been rendered is a good option. Other survey methods include counter top surveys, personal interviews, phone surveys and Internet surveys. Each has its own benefits and drawbacks. If possible, the method that would achieve the greatest statistical sample of the customer base should be utilized. Some functions or departments may want to use multiple methods to survey customers, both internal and external. Ideally, (especially with external customers) surveys should be conducted on a continuing basis throughout the year. Internal customers would typically be surveyed during a certain period each /4 year. In either case, it is important that the same basic survey be utilized each year in order to ensure results are comparable from year to year. In order to ensure citywide consistency and comparability across the MSAs, all departmental surveys should be reviewed by the Customer Service Committee and/or comply with guidelines it may provide prior to its initial distribution. All surveys should be reviewed at the department level as soon as they are returned in to enable any immediate follow-up necessary. All feedback from customers should be shared with staff involved as promptly as possible. Positive feedback should reward and reinforce performance. Negative feedback should be the stimulus for system evaluation and the basis for performance coaching. Implementation: Department Heads with support from the Resource Team I Recommendation #5 -Customer Feedback S~~WIU Establish performance benchmarks customer service. To coincide with surveying, each department or function in the city should also establish benchmarks for the services they are measuring. If something is important enough to measure you should also be able to establish certain standards you would want to maintain in regards to that service. Although not the only factor to be considered when measuring customer satisfaction, benchmarks are a useful measurement tool for comparison purposes between dictions and also over time. Implementation: Department Heads with support from the Resource Team Recommendation #6 - Customer Feedback SYWIIIS A. Establish a new ‘Customer Service” position under the direction of the City Manager’s office, and hire either part or full time customer service representatives to fill it. This position would have the responsibility for helping customers/citizens identify and connect - with the City resources appropriate to their needs and, also, working to resolve problems when customers are dissatisfied with service they have received. The position will give customers someone they can speak with who will seek to help them no matter what their issue is and in turn prevent the endless loop of transfers which require the customer to repeatedly explain their problem or need. B. Establish a toll-free ‘Citizen & Customer Service” phone number and print it on all official letterhead, business cards, etc. Implementation: City Manager’s Office Recommendation #7 -Customer ~eedbrdr SYB&S A. Have a live person answer phone calls in each department to help ensure callers are connected to the appropriate party. SIT members realize that this may not always be possible, but feel that it should be the “city norm”. Implementation: Department Heads 1 B. Reconfigure the telephone system to enable cross-department and inter-facility transfers. Currently, not all buildings have the capability to transfer a caller to someone in another building. Implementation: Information Systems 1 C. Establish a Citywide telephone policy similar to the guidelines developed by Community Development, and provide telephone training for all employees. Customer service would be improved if employees knew better how to use the phone and voicemail systems and, also, had coaching on telephone etiquette, handling irate callers, etc. Implementation: SIT volunteers working with Lee Rautenkranz 1 -. Citizen & Customer Service Strategic Initiative Team Recommendations Performance Management Systems Adopt the following City-wide Cus?omer Service Philosophy and communicate it’s applicability to all employees: Carlsbad’s Mission - is to provide top quality public services to our citizens and customers in a manner that enhances the quali@ of life for all who work, live andplay in Carlsbad Carlsbad’s Vision - F Quality service is provided by a diverse and trusted team of dedicated, skilled employees. Carlsbad’s Strategic Goal “A” - Ensure the eflective and efficient delivery of topqualiv services to our commum’ly. Carlsbad’s Customer Service Philosophy - All Carlsbad employees are partners in the achievement of the City’s mission, vision and strategic goals and strive to provide the highest possible level of service Emphasize this philosophy, and the “Carlsbad Spells Service” themes in the orientation of all newly hired part and full-time employees, and incorporate them in all customer service training. Present the philosophy and the service themes organization-wide for all existing employees (perhaps in conjunction with a self-assessment tool). IImplementation: (1) Leadership Team (2) RR Recommendation #2 -Performance Management systcrrm A. As soon as practical, revise the performance management system applicable for all employees to include the %ustomer focus competency” currently utilized in the management evaluation system as a performance standard. B. As an interim measure, add the following four factors to the City of Carlsbad Employee Performance Report: l Courtesy l Timely Response l Knowledge l Accountability Use a self-assessment tool to encourage and facilitate employee self-improvement efforts and use of coaching resources. Implementation: Leadership Team and HR I 7 Recommendation #3 - PC~~OIXIWCX! Management syjtuns Establish standards for customer service both city-wide and at department (or other work unit as appropriate) level. This work might be spearheaded by the Customer Service Committee recommended elsewhere in this SIT report. II 1 mp ementation: Customer Service Committee OR the Resource Team I Citizen & Customer Service Strategic Initiative Team Recommendations I Rewards & Recognition Systems Recommendation #l - hartIs t ~ce0gniti00 sy~tenss Replicate the 6Peer Awards” Program on a citywide basis. Implement the “Peer Awards” policies and procedures in Community Services, Public Safety, Administrative Services and Public Works employing a staggered, quarterly schedule in order to preserve citywide visibility for award-winners and avoid closing too many offkes concurrently. Although both Fire and Police Departments have recognition programs in place, the peer-based approach is distinctive and recommended as a complement to existing efforts. /c To simplify and streamline implementation, the Team recommends using the nomination and selection criteria and methods developed in Community Development. The type and nature of awards presented should be consistent, if not uniform, citywide. IImplementation: MSA Directors using Community Development model Recommendation #2 -Rewards dt RW~~GGOEB spte~~~ Implement an “immediate recognition” certificate program by which peers, supervisors and even customers can reward outstanding acts of customer service. Two-part certificates should be readily available at all City facilities. Part 1 is presented to the employee and Part 2 is returned to HRD. Both include a brief description of the noteworthy action. When an employee has received five such certificates, HRD sends a small reward to the individual. An certificate from Carlsbad Company Stores is attached for illustration. An alternate approach is for the certificates to be redeemable for prizes the value of which depends upon the number of certificates accumulated. IImplementation: Customer Service Committee and/or HR A Recommendation #3 -bards it recognition S~WIIS Empower managers to immediately reward positive customer service performance via small, cash-equivalent awards. Create a discretionary fund for each manager to use for this purpose based upon the number of employees for whom the manager is responsible. The type of awards suggested include gift certificates for food or beverages, discounted movie tickets, etc. Managers could use the awards both to recognize instances of outstanding customer service and to reward improved customer service performance by developing employees. Implementation: The Leadership Team l ctRmmerserviceTaskGmupFropoMl 1 Thea-R8pose /A N4wdetwToFocuson-~ 2 How10bachmdMdntahmr- lNewdWwToBoA$uvyhrsbunw#lt 3 HowMuchTllmandMaleytoI~ The Customer Service Task Group on Customer Feedback Systems is proposing that the City of Carlsbad develop a citywide newsletter. The r of this newsletter would be . . . anuhanze residents with their city government and the services we provide. We realize that several City publications are already sent to residents (i.e. the Recreation Guide and Waterline newsletter). However, we feel that these publications may not be reaching a large audience because of their identities as being related to one department or function. A newsletter more broadly focused on all city services and recognizable as a city publication is necessary. The newsletter should focus on the r edits our cim will derive from the information we are presenting. More specifically, topics could include: l important phone numbers 0 a focus on different departments/services in each newsletter 0 city events calendar l major ongoing and upcoming projects Additionally, the newsletter could beusedasasurveyinstrumentto find out what our citizens want to read about and what services they would like us to provide. Once we get an on-going dialwe with our citizens, we can then survey them about “how we’re doing”. The first steps in developing the newsletter are to identify: 1. the newslettetis purpose; 2. how to reach and maintain our audience; and 3. how much time and money we want to invest. It is important that this newsletter evoke a sense of competence and professionalisminordertobetaken seriouslyandcaptumintemst. This can be accomplished with a combination of high-quality graphics and photographs, compelling headlines and lead-ins, advanced layout and design, pertinent, accuratear&lesandnamistakes. To achieve this goal, the Ta&Group is recommending that the newsletter be published by the city’s Public Information ctfficer and/or a profe&nalpublicrelati~firm. CarlShad CclSt6beT 5CtViCC N&t/5 First fditi-ioh d August 7, WY Customer Service? What is it? Interpretation: City Council Strategic Goal - Ensure the effective and efficient delivery of top-quality services to our community. The Leadership Team recommends a Customer Service Initiative Group be formed and charges Marty Grenyak with organizational duties, r Marty’s Message to the Team: “Your mission is to help us move toward realization of the city’s vision for itself in the arena of citizen and customer service.” “You will meet on a regular basis and design a good plan. Get Going!” The Members Respond: “What’s for lunch?” After initial team building fears are conquered, the members meet tbeir mission head on. Quite often they were heard to say, “I think that other group eats better than us.” The team endures and focuses on 5 Points 1. Customer Feedback Systems 4%y-wide newsletter distribution .Surveys @Phone System Improvements @Quarterly Reviews on systems *Department Liaisons 2. Performance Management Systems *Establish a city-wide service philosophy *Set standards for customer service *Customer service values and performance integrated with employee review systems 3. Hiring and Orientation Systems OHire for Ability and Attitude aTrain new hires for customer awareness *Review customer service with all current staff *Reward customers with incentives and satisfaction 4. Training Systems *Profiling tool for self- assessment acustomer service “program” to be purchased and used 4&tomer service handbook for new hires and reference *Resource guide for employees 4ntegrated on-line resources 5. Rewards & Recognition Systems l Continue to expand current recognition programs such as “Peer Awards” l Encm.rage all MSA’s to recognize excellent service *Recommend a combination of department level and city-wide recognition for distinguished work *Ensure awards are authentic Team Members Marty Grenyak - LT Jim Boylan - Facilitator Kommunity Services Gail Watts, Penny Thompson, Keith Beverly *Police - Jim Hawks, Dale Stockton, Mike St. Charles, Rebecca Scally @Administrative Services Marie Berkuti, Mike Arthur *Public Works - Michele Masterson, Joni Wiltgen, Patty Cratty *Fire -Tom Ritter, Colleen Balch, Wayne Hooper l Community Development Christine Wauschek, Karen Garbry, Lori Rosenstein aCity Manager’s Office Cindee Holhngsworth More Information is on its way. We’ll be back with an expanded edition, details and plans for Customer Service Excellence. . . * i h Strivincz for Excellence in Customer Service City of Carlsbad Employees are: C Customer Service Oriented AAccountable to our customers and fellow employees RReacting to customers requests in a timely fashion L Listening to our customers needs S Showing our customers positive and professional service B Best known for being the friendliest City in the County AAlways communicating clearly D Delivering knowledgeable, quality service l If everyone thinks Carlsbad is doing such a great job, why are we having this meetings? . . . . . . . . . . . . . . I’m really supposed to be at another meeting. Those snacks are lame. What time is it? Where is everybody? I have to go - I have a Dr’s appt! Where’s the leaded pop? How come that other group always has lunch? I’m hot. I’m cold. Those aren’t real windows are they. You have got to be kidding me. That’s a nice outfit. When’s the Break? Hey - where’s Marty? Y -f- %b, 3-E .- OS ti2 612 2- 3 tuo - 3 L 3 tY’ l >,oB -a c5 3v m hJ 52% OOQI ‘z) 3u G- t utu TJ 2 2 ULu so u Qf 1= .5 2 z+ s = 87 fE”o 0 WJJ $5 t 002 )-+ 0, n.UE Qe 0 AZ 3% O”,S +u3 - 22 2 “a, 2 3 VY 4G .- If) $73 %. J “f s** “ :, ‘, 0 -s u 3 0 ‘0 - - - - - - i ,,- 1 ,’ : 3 .1 ., /*. _; - r f aI 3 z 5 u) .a ‘i E 0 In 5 > 2 13 L .- 8 UO cn .a 5 f : CY + lo .- - 0 E” z UT so 2 t+ .- z 3 GO . 2% 83 If>OL ab4J h!$j ‘jZ$ :yp Ic3Q mEo a’ I * , I . 9 I \- L CD 3 9 *’ L, \ - I cl w \- w d .- ?