City of Albany Class Registration and Phone Tree Improvement Project Overview

This project aimed to enhance the class registration and call handling processes for the City of Albany's Parks and Recreation Department. It addressed issues such as conflicting information, lack of follow-up, and incorrect forwarding of calls. The goals included streamlining registration procedures, improving call handling efficiency, and reducing process steps. The Lean Process Lifecycle was utilized to identify core team members, analyze current performance, and implement solutions. Control charts were also used to monitor improvements. Overall, the project made significant progress in achieving its targets and enhancing citizen experience.

• Project Improvement
• City of Albany
• Registration Process
• Lean Process
• Parks and Recreation

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1. Class Registration and Phone Tree Improvement Project Class Registration and Phone Tree Improvement Project City of Albany City of Albany Katie Nooshazar Jorge Salinas GREEN BELT PROJECT OVERVIEW Feb 8, 2010 Feb 8, 2010

2. DESCRIPTION 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.

3. PROBLEM STATEMENT Y s 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.

4. PROJECT GOALS AND MEASUREMENTS Define and Implement Define and Implement Define and implement a system that will streamline and standardize standardize the class registration process while introducing a feedback mechanism for our citizens. streamline and Evaluate and Redesign Evaluate and Redesign Evaluate and redesign all Parks and Recreation call redesign all Parks and Recreation call handlers handlers in order to simplify and minimize the amount of time citizens spend on phone tree navigation. Targets/Measurements Targets/Measurements Reduce process steps by 15% (Actual 13.8%); 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%). Reduce number of disconnects by 20% Actual: (AG 27%, Disc 44%), (AG 27%, Disc 44%), 7777 (AG 35% , Disc 39%) (Actual 13.8%); 13 Step, (ACTUAL 83%). Actual: 917-7500 (AG 35% , Disc 39%) .

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

6. Control Chart for 715 Control Chart for 715- -7500 (Disconnect and Operator) 11 months of data 7500 (Disconnect and Operator) 11 months of data Phase 1 (01/2009) Phase 2 (7/2009) Number of Calls Number of Calls Disconnected Disconnected Phase 1 (01/2009) Phase 2 (7/2009) Number of Caller s Number of Caller s that selected zero that selected zero

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

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

9. ANALYSIS FOR 917-7777 P&R MAIN AND #1 demand selection s demand selection s were later in the list. were later in the list. Customers waited Customers waited because higher because higher

10. ANALYSIS OF 917-7500 CITY MAIN

11. IMPROVEMENTS In addition to the empirical data already provided/charted, we also In addition to the empirical data already provided/charted, we also identified several other areas where peripheral improvements resulted from identified several other areas where peripheral improvements resulted from the Lean Six Sigma approach to customer service in the area of classes and 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 programs offered by Albany Parks and Recreation. An overview of these improvements is provided below. improvements is provided below. Improvements: 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

12. IMPROVEMENTS CONT. 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

13. ALBANY COMMUNITY POOL TRANSACTIONS AND RECEIPTS (CREDIT CARD ADDED IN OCT 2009)

14. BACKUP SLIDES

15. CLASS REGISTRATION FB DIAGRAM

16. CUSTOMER DISCONNECT FB DIAGRAM