Customer Service Officers program manual template which launched Office of the Managing Director's program. Examples include success profiles, expectations, and project timelines.

1. Rosetta Carrington Lue
Chief Customer Service Officer
City of Philadelphia
May 2012
THE APPROACH TO BUILDING A CULTURE OF
CUSTOMER SERVICE EXCELLENCE
Office of the Managing Director

2. Rosetta C. Lue, Chief Customer Service Officer DRAFT Version 1.1.
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Customer Service Support Plan
Overview
OBJECTIVE
The intent of the Customer Service Strategy Support plan is to
outline recommendations to assist the important Administrative
Departments to achieve their respective customer service
goals and performance objectives:
Create and maintain a culture of customer service
excellence through a formalized program
Drive results which exceed customer expectations
Link Customer Satisfaction survey ratings directly to
employee performance
OBSERVATIONS & FINDINGS
While the elements of good customer service have either
been in place in some of the Administrative Departments or
have recently been developed, there is no formalized strategy
that pulls them together and places each element of the
Department’s customer service into the larger context of
customer service.
Internal
Different customer service cultures within each department
Low customer focus, limited understanding of how
individual functions related to customer delivery
No common performance metrics or performance linkage
to employee’s annual review
External
Customer Service reputation not strong
Inconsistent “look and feel” and customer experience
across customer touch points
Timeliness and extra mile needed special attention in City
of Philadelphia
Lack of vision failed to communicate a service focused
organization with a single vision focused on Customer
Service excellence
EXECUTIVE OVERVIEW
The Office of the Managing Director,
on behalf of the City of Philadelphia,
strives to achieve customer service
excellence for high quality,
responsiveness and cost effective
public services through an innovate
Customer Service plan and renewed
focus on customer service across
vital agencies.
Through its Service Framework, the
Office of the Managing Director
recognizes the need for enterprise
management of end-to-end service
delivery across an integrated
network of service channels. The
linkage between employee
engagement, performance
management and customer
satisfaction is critical to the Service
Framework.
RECOMMENDATION
Select and appoint the Office of
the Managing Director Chief
Customer Service Officer
Create a 5-point Administrative
Customer Service Support Plan
Appoint Senior Team Customer
Service Officers
Create Customer Service
Management Advisory Council

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“Customer service is
meeting the needs and
exceeding the
expectations of the
Customer as defined by
the Customer.
”
— Richard Negrin, City of
Philadelphia Managing Director
Customer Service Performance
Management Support Plan
While the elements of good customer service have either been
in place in some of the Administrative Departments or have
recently been developed, there is no formalized strategy that
pulls them together and places each element of the
Department’s customer service in the larger context of
customer service.
The intent of the Customer Service Performance Management
Support program is to outline a plan of support to the individual
departments within the Office of the Managing Director to help
them achieve their customer service goals and performance
objectives.
This Customer Service Support Plan will focus on the following
Office the Managing Director Administrative Departments:
 Department of Technology
 Human Resources
 Records
 Public Property
 Procurement
 Fleet Management
 311 Contact Center

4. Rosetta C. Lue, Chief Customer Service Officer DRAFT Version 1.1.
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Customer Service Performance
Management Support Plan
GOALS
Successful implementation of the Customer Service support
program requires the Administrative Departments work towards
creating a department specific Customer Service Plan:
1. Implement a Customer Experience Management Strategy
2. Expand the Customer Service Leadership Academy Training
Program
3. Create a “Voice of the Customer Program” process to identify
and prioritize customers' needs and wants to improve service
quality.
4. Enhance the Ease by which a Customer Contact and Interact
With the Department
5. Communicate Service Standards and Performance Results
ADMINISTRATIVE DEPARTMENT CUSTOMER SERVICE PLAN
For each of the five goals set out in the previous section, a
Customer Service Plan must be created and utilized by each
Department to achieve each goal.
Implement a Customer Experience Management
Strategy
The Administrative Departments must move towards creating a
“Culture of Customer Service.” They must clearly define what their
goals and expectations are around delivering world-class
customer service. Senior management must set the overall vision of
what constitutes excellent customer service.
Develop a Customer Skills Training Program – Customer
Service Leadership Academy
It is critical for a department to provide training for the skills
necessary to enhance and increase the efficiency and
effectiveness of the leadership and front-line staff with their
customers. An on-going customer service training program,
housed under the Customer Service Leadership Academy, aims to
enhance the performance of the customer organizational staff as
they provide the highest level of customer service delivery to both
internal and external customers.
OBJECTIVE
Support the Administrative
Departments within the Office
of the Managing Director to
create and maintain a culture
of customer service excellence
and to drive results, which
exceeds customer
expectations.
“Customer Service is
not a Department, it’s
an attitude! Unless you
have 100% customer
satisfaction…you must
improve.
”— Rosetta Carrington Lue
City of Philadelphia Chief
Customer Officer
.

5. Rosetta C. Lue, Chief Customer Service Officer DRAFT Version 1.1.
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Create a Voice of the Customer Program
Customer feedback and monitoring should sit at the core of
the department customer service strategy. It involves the
ongoing process of:
 Setting standards through customer service charter(s);
 Communicating these to the customers;
 Capturing customer feedback through the various
systems;
 Reviewing performance; and
 Using the outcome of this review process to revise the
customer service standards contained in the customer
service charter to ensure continuous improvement.
Making It Easy For the Customer to Contact and
Interact With the Department – Service Delivery
Framework
It is not always easy for customers to communicate with a
department or have access to senior management. Each
Department should investigate ways to improve the
various customer contact channels which include
telephone, letter, e-mail, face-to-face and website.
Communication of Service Standards and
Performance Results
Clear and concise goals must be established for all
Administrative Departments. Every employee, from executive
management to front-line, must be committed to this new
direction, and all must be given the necessary support to
achieve these goals.
Customer Service Officers and Customer Service
Management Advisory Council Programs
With a new focus on customer service, it is important to
implement a customer satisfaction survey program and
expand the current customer service metrics. Both results will
be reviewed by the Customer Service Officers and Customer
Service Management Advisory Council. The survey results can
be used to develop customer service goals on both
Departmental and Divisional levels.
VOICE OF THE CUSTOMER
PROGRAM

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Customer Service Officers (CSO) Program
TEAM STRUCTURE
 The Department Customer Service
Officers will be selected and
appointed by the Department
Commissioner or Director and will be
a member of the Senior
Management team for the
Department.
 The Customer Service Officer (CSO)
will be appointed from the following
Office of Managing Director
Administrative Departments:
 Division of Technology
 Human Resources
 Records
 Public Property
 Procurement
 Fleet Management
PURPOSE
To assist and support the Administrative Departments achieve
their respective customer service goals and performance
objectives, a Customer Service Officer (CSO) program will be
launched to further refine and develop the leadership and
customer experience management skills within each
respective Department.
The Customer Service Officer also supports the PhillyStat
program as the Department’s Senior Leader Customer Service
subject matter expert during PhillyStat sessions.
Key Profile Selection Characteristics:
 Positive Attitude
 Adaptable and Patient
 Change Agent Professional
 Commitment to Customer Satisfaction
Requirements & Expectations
 An ideal Customer Service Officer will be able to commit to
this position for a minimum of one year in addition to their
current job title within their respective Admin Department
 Availability is an absolute necessity if considering this role
 A minimum of five (5) hours weekly should be allotted for
training during the first 90 days and then ONE Service
Management Advisory Council
 Training would consist of in-class formal and informal
instructor based training on various Customer Service
Management courses (include homework assignments)
 CSOs will attend PhillyStat sessions as the Senior Customer
Service subject matter expert who reports on key Customer
Service metrics and drive improved results
 CSOs could act in a Train-the-Trainer role for each
Department
 There is no additional financial compensation for this
position
MEETINGS
The Customer Service Management Advisory Council will
administer monthly review meetings with the Customer Service
Officers to discuss service updates, ongoing projects
specifically targeted towards improvement of customer
service and appropriate actions arising from discussions.

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Customer Service Management Advisory Council
A Customer Service Management
Advisory Council will be created,
consisting of:
Chief Customer Service Officer
Labor Relations Director
Department Customer Service Officers
 Division of Technology
 Human Resources
 Records
 Public Property
 Procurement
 Fleet Management
Customer Service Subject Matter Experts
Plus, other appropriate members of the senior
management staff or other designated
external stakeholders.
The Customer Service Management Advisory
Council should hold monthly review meetings
to discuss service updates, ongoing projects
specifically targeted towards improvement of
customer service and appropriate actions
arising from discussions.
The Customer Service Advisory Management
Council will brief the Managing Director on a
quarterly basis.
PURPOSE
Proactively promote an environment that exceeds
customer expectations and responds to challenging
situations with practical yet efficient solutions to ensure
customer service excellence.
RECOMMENDATION
It is recommended the Managing Director institute a
governance structure which includes the creation of
an Internal Customer Service Management Advisory
Council. The Council will function as a Standing
Committee to provide technical assistance and
advisory support to the Administrative Departments to
achieve their customer service performance standards
and related strategy goals outlined in this document.
QUALIFICATIONS CRITERIA
To ensure an effective and functional team, the
subject matter experts on the Council should be skilled
communicators and should bring a unique perspective
to the every-day challenges the Department Customer
Service Officers are facing.
Review the Administrative Department Customer
Satisfaction Survey Results
Review of the Administrative Department’s customer
feedback process
Review of the Administrative Department’s action
plans to create and maintain a Culture of Customer
Service Excellence environment
Advise on the expertise and resources required to
achieve success
Review the effectiveness of the Office of the
Managing Director Customer Service Academy
customer service training program

8. Rosetta C. Lue, 311 Contact Center Director DRAFT Version 1.1. 8
Customer Service Support Services Milestones
Drive to Customer Service Excellence Strategic Plan
Milestones
Estimated Completion
“Drive to Customer Service Excellence” Program Customer
Service Communications Approved
June 3, 2012
Appointment of the Department Customer Service Officers June 15, 2012
Customer Service Officers - Orientation August 17, 2012
“Drive to Customer Service Excellence” Workshop #1
Topic: Defining the End-User Customer
September 14, 2012
“Drive to Customer Service Excellence” Workshop #2
Topic: Customer Feedback: Real or Fiction
September 21, 2012
“Drive to Customer Service Excellence” Workshop #3
Topic: Creating A Culture of Excellence
September 28, 2012
PhillyStat Performance Team Workshop #1
Topic: Designing Customer Satisfaction Survey Methodology
October 5, 2012
PhillyStat Performance Team Workshop #2
Topic: Customer Service Satisfaction Survey Review
October 12, 2012
PhillyStat Performance Team Workshop #3
Customer Service Satisfaction Survey Program Completed and
Baseline Results Communicated
October 19, 2012
PhillyStat Performance Team Workshop #4
PhillyStat Customer Service Metrics Design Workshops
October 26, 2012
Appointment of Customer Service Management Advisory
Council
Month of October 2012
PhillyStat Performance Team
Expanded customer service metrics approved
Month of November 2012
Departmental Customer Service Officers & Customer Service
Management Council monthly meetings
Month of January 2012