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Building a One Stop Shop for Exceptional Constituent Service


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Do your students, faculty and staff suffer from the walk-around where they don’t know where and how to get answers to their questions? In this session, UC Berkeley and UC San Diego discuss how they created a “one-stop shop” for their constituents to ask questions, get help, and find all of the answers they need. UC Berkeley will discuss how they created a center of excellence where students can get the help they need and find answers to questions both online and in a single physical office. UC San Diego will address their implementation approach and strategy of its customer service web portal to campus faculty and staff to present campus employees with a single, centralized portal to ask questions, report issues, and request services that resulted in an increase in self-service, work performance improvements, and strategic and prioritized campus relationship management.

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Building a One Stop Shop for Exceptional Constituent Service

  1. 1. Building A One-Stop Shop for Exceptional Constituent Service
  2. 2. Dr. Anne De Luca Associate Vice Chancellor, Admissions and Enrollment, UC Berkeley
  3. 3. All about UC Berkeley • The University of California was chartered in 1868 and its flagship campus was established in Berkeley, on the San Francisco Bay. • Today UC Berkeley is renown as the world’s premier public university and a wellspring of innovation. • 36,142 students – 26,000 undergraduates and 10,000 graduate and professional students. • 1,500 full time faculty in 130 academic departments and 80 interdisciplinary research units.
  4. 4. Cal Student Central – a “one stop” shop for students •  Opened January 2013 –  Combines services for Financial Aid, Billing and Payment, and Registration •  First campus case management tool for all 36,000 students –  Cumulative in nature –  Ability to bring in partner offices for advice and referral –  Knowledgebase to assist newly cross-trained staff –  Analytic data for SLA’s, staffing needs, staff evaluations
  5. 5. Case management – starting with the details First Last Name Title
  6. 6. Case detail - expanded First Last Name Title
  7. 7. Case management – notes/emails First Last Name Title
  8. 8. Case management – history First Last Name Title
  9. 9. Chatter – looking at the feed First Last Name Title
  10. 10. Chatter – retained in the case First Last Name Title
  11. 11. What’s the buzz? Feedback on campus •  “The upgrades you made are definitely a game changer for students.” – Student •  “It was quick, fast, friendly, helpful, and everyone was supportive.” – Student •  “CSC has vastly improved our customer contact during open hours. Since a student’s initial contact with CSC is positive, our job is that much easier when we meet with students. CSC keeps getting better at making students happy and satisfied.” – Staff from a partner office
  12. 12. Value to UC Berkeley – using Salesforce for CRM •  Advisors go one place for case history and notes •  Students don’t have to retell their stories •  Quick time to value and very easy to train •  Out of the box reports are high value and used daily •  Easy to integrate with new SIS and can handle all future requirements for full service vision
  13. 13. Envisioning the future •  “Student 360” for all students, faculty, and staff –  Cross the divide between different types of advisors –  Top 5 request of students in satisfaction surveys •  Enhancing student self-service features –  Student access to the Salesforce knowledgebase –  Leveraging stability of new SIS to bring in more data elements –  Students adding their own information to enhance advisor knowledge
  14. 14. Jenn Glassman Associate Director, Technology and Customer Solutions
  15. 15. UC San Diego First Last Name Title •  Students: 30,310 •  Staff: 26,000 •  Campus Departments: 242 • SalesForce Implementation -  June, 2013: Phase 1 -  March, 2014: Phase 2 -  May, 2014: Phase 3
  16. 16. Scope of CRM Strategy •  Central Business and Financial Administrative Divisions •  Business Contracts •  Central Cashier’s Office •  Disbursements •  General Accounting •  Mail and Material Support Services •  Office of Post Award Financial Services •  Procurement & Contracts •  Travel •  Single portal for campus staff to •  Ask questions •  Report issues •  Request services
  17. 17. Pre-CRM Strategy and Implementation •  Customer service handled disparately •  Mostly through email and phone •  No way to track the issues and questions •  We ping ponged our customers •  Campus called "their guy/girl" to get help •  Not clear if University’s intranet was useful
  18. 18. With SalesForce Service Portal •  Single, easy to access, easy to use place for campus to go •  Dynamic, intelligent self-help •  No more ping ponging customers •  Truly useful data - Who is asking what, how many times, and how long it takes
  19. 19. Demo
  20. 20. •  Shows Case Volume, By Month, Since Project Inception •  47% Increase from July 2013 to April 2014
  21. 21. •  Shows Average Case Age, By Month, Since Project Inception •  82% Decrease from June 2013 to May 2014
  22. 22. •  Shows Average Support Rating, By Month, Since Project Inception •  17% Increase from June 2013 to May 2014
  23. 23. •  Shows Case Volume of Top Ten Campus Departments, Since Project Inception MEDICINE   1545 Cases   PEDIATRICS   1115 Cases   TEMPORARY EMPLOYMENT SERVICES   1010 Cases   NEUROSCIENCES   957 Cases   CHEMISTRY & BIOCHEMISTRY   853 Cases   EXTENSION   837 Cases   DIVISION OF BIOLOGICAL SCI.   796 Cases   PSYCHIATRY   732 Cases   CANCER CENTER   614 Cases   FAMILY & PREVENTIVE MEDICINE   509 Cases  
  24. 24. Responding to the Data • Prioritizing system and process enhancements around case volume and categories • Engaging with campus departments within the context of the BFSupport data
  25. 25. Outreach to Campus Customers • Data Allows Us To Engage Campus In Ways that Wasn’t Possible Before • Department Business Reviews • Discover “Pain Points” in the Process • Make Improvements Adding/Updating Traveler/Vendor Accounts   PO Related Payments (Invoices)   Other Buying Inquiries   Travel Reimbursement   Payment Authorization   STORE   General Travel   MyTravel Navigation/How-To   Marketplace Navigation/How-To   Other Payment Inquiries   Department of Medicine: Top Questions Being Asked
  26. 26. Responding to the Data • Prioritizing system and process enhancements around case volume and categories • Engaging with campus departments within the context of the BFSupport data • Sharing the data with BFS staff – validated employees!
  27. 27. Hello Maria [Team Member], February was a very busy month for BFSupport cases, averaging 75 cases per day – our highest ever! Here are your closed ticket numbers and customer survey results for the month: •  Closed Tickets = 279 or 32.78% of tickets (minus those processed by students). This was your second highest number of closed cases. •  With a 4.66 customer survey score, you exceeded the department’s goal of 4.2. Thank you. This was also your second-highest rating! •  84% of the customers rated your service as “superb.” This was your highest superb rating for the year! Again, thank you. CHARTS Thank you for the significant increase in the number of cases you closed, especially in lieu of the increase in overall cases and your ability to maintain such a high customer service rating! Please let me know if there is anything I can do to support you. Thank you, Jessica [Supervisor] Staff Engagement
  28. 28. Summary • Campus Feedback – engaged, (mostly) happy, sees value • Staff Feedback – engaged, (mostly) happy, sees value • Lessons Learned • Because you can customize, you will want to customize – plan accordingly • Knowledge Management is first and foremost a cultural shift • Data turns haters into appreciators • Campus and Internal Staff • But… data has to be combined with intuition • It’s not enough to get the data. You have to learn what to do with it.