Class Registration and Phone Tree Improvement Project City of Albany Katie Nooshazar Jorge Salinas Feb 8, 2010

This project was chartered with the opportunity of identifying, analyzing and improving the City of Albany’s class registration and call handling process for the Parks and Recreation Department.

Multiple Answers Customers may receive multiple answers (at times conflicting) from different employees. Follow-up Customers may experience no follow-up or follow-through. Incorrect Information At times customers are forwarded to the city operator, when in fact they wanted a local area operator/receptionist. Y’s

Define and Implement Define and implement a system that will streamline and standardize the class registration process while introducing a feedback mechanism for our citizens. Evaluate and Redesign Evaluate and redesign all Parks and Recreation call handlers in order to simplify and minimize the amount of time citizens spend on phone tree navigation. Targets/Measurements Reduce process steps by 15% (Actual 13.8%); 13 Step, Registration cost $2.39->$2.35, $2.52 -> $2.22Reduce process steps by 15% (Actual 13.8%); 13 Step, Registration cost $2.39->$2.35, $2.52 -> $2.22 Configure zero out to local receptionist and reduce incorrect zero outs by 20% (ACTUAL 83%).Configure zero out to local receptionist and reduce incorrect zero outs by 20% (ACTUAL 83%). Reduce number of disconnects by 20% Actual: (AG 27%, Disc 44%), 7777 (AG 35%, Disc 39%).Reduce number of disconnects by 20% Actual: (AG 27%, Disc 44%), 7777 (AG 35%, Disc 39%).

Define Identify core team Develop Project charter Identify and map as-is processes Measure ID, Collect and measure data Establish benchmarks Create detailed process mapping of class registration process Analyze Find and prioritize root causes Analyze current performance vs. goals Improve Plan and Implement solutions Create future process map Communicate plan to stakeholders Control Monitor improvements and continue to validate for control 6σ

Control Chart for (Disconnect and Operator) 11 months of data Number of Calls Disconnected Number of Caller s that selected zero Phase 2 (7/2009)Phase 1 (01/2009) Phase 2 (7/2009)

Number of Caller s that selected zero Number of Caller s that selected option #1 Phase 1 (01/2009)Phase 2 (7/2009) Phase 1 (03/2009)Phase 2 (10/2009)

Number of Caller s that selected zero Phase 1 (03/2009) Phase 2 (10/2009)

Customers waited because higher demand selection s were later in the list.

 In addition to the empirical data already provided/charted, we also identified several other areas where peripheral improvements resulted from the Lean Six Sigma approach to customer service in the area of classes and programs offered by Albany Parks and Recreation. An overview of these improvements is provided below. Improvements:  Standardized registration procedures between Senior Center and City Hall Reception in order to facilitate processing of registrations  Installed Class system at Senior Center and trained key staff on usage  Provided Clerks with transfer call training  Enabled customers to register at either facility for all classes and programs  Provided additional security for customers completing credit card or cash transactions and reduced the potential for information misuse  Provided additional security for customers providing identification numbers for co-sponsored classes and reduced the potential for information misuse  Reduced amount of cash handling for LBCC co-sponsored classes  Provided appropriate audit trail for customers paying for LBCC co-sponsored classes

 Taught staff how to transfer calls between Senior Center, City Hall, and Albany Community Pool in order to provide seamless experience for customers  Evaluated Albany Community Pool registration system and identified technological assistance that Administrative Services will provide  Developed standardized evaluation systems for all programs and activities and created distribution system  Employed electronic evaluations in order to capture comments for classes that cancel, for classes where participants withdraw, as well as completed classes  Created paper evaluations that mirror electronic versions for customers who don’t have access to computers  Provided additional quality review measures for supervisors who now have access to electronic results of class evaluations and customer surveys  Provided staff internet access at COOL! Swanson Park Action Center  Provided customers with access to on-line calendar for COOL! Swanson Park Action Center  Provided customers with Wi-Fi access at COOL! for family members waiting for swim participants  Provided ACP customers with the ability to pay using credit or debit cards  Increased security by reducing number of cash transactions at ACP (details pg 12)  Arranged for installation of additional phone line that will be used not only for credit/debit card transactions but also for other communication needs