CUSTOMER EXPERIENCE (CX)Peak Performance Presentation

October 17, 2016

1

Vision

Customer experience so phenomenal that Denver constituents think to themselves

“This can’t possibly be my government.”

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Vision

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The Three CX Fundamentals

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I got it! That was easy!

That was fun!

Experience versus Service

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National Citizen Survey

6

78% 78%

73%76% 76% 78% 85% 86%

83% 82% 82%

87% 87%84%

57% 55%

52%

60%

58%

65%

61%

65% 66%

61%

68%

54%57%

59%

40%

50%

60%

70%

80%

90%

100%

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

Perc

ent

Overall Quality of Life vs Customer Service

Overall quality of life Customer Service

Peer Cities2015AverageRanges

National Citizen Survey

7

57

5552

60

58

65

61

65 66

62

68

6770

7876 77

79

75

40

45

50

55

60

65

70

75

80

85

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

Axis

Titl

e

Overall Impression – CCD vs 311

Overall Impression - CCD (Excellent/Good) Overall Impression - 311 (Excellent/Good)

Wait Times Across the City

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0.00

10.00

20.00

30.00

40.00

50.00

60.00

70.00

80.00

Wai

t Tim

e (m

inut

es)

Date

Clerk & Recorder

DMV

Community Planning &Development - Average Permit

Excise & Licenses - Average

Innovation Approach

1. Improve the digital experience

2. Convert calls to clicks

3. Reduce transactions

1. Make 311 our central nervous system

2. Create an integrated customer experience across 26 lines of business

1. Hire and train tier one customer service representatives

2. Improve the non-digital experience to world class level

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Digital Experience

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Pocketgov.comDenver’s Mobile Web ApplicationSome Features Added in 2016

Explore your options to get around with Go Denver.

Use Ballot Trace to watch your ballot get home safely.

Car missing? Check Tow Tracker.

Trying to plan when to catch the A Train? Check DEN Security Wait Times.

Digital Awards

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• Best of the WebWinner – City Portal Category

• ABA Stevie AwardsGold – Business/Government App Category

• Colorado Technology Association • APEX Nominee - Pocketgov.com for Project of the Year

• American Government Contact • Center Professional Association

2016 Innovations in Technology Award

-

5,000

10,000

15,000

20,000

25,000

2015 Q1 2015 Q2 2015 Q3 2015 Q4 2016 Q1 2016 Q2 2016 Q3

Pocketgov.com User Growth by Quarter

Digital Experience

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E-mail & Social Marketing

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E-mail Marketing Campaigns

• Average Open Rate: 29%• Average Click Rate: 3%

Social Marketing Campaigns

• Clicks: 4,996 • Click Through

Rate: 0.32%

Pocketgov.com Timeline

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DMV Page ViewsStreet Sweeping Page ViewsReport a Problem

Pocketgov.com Page Views

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-

5,000

10,000

15,000

20,000

25,000

30,000

35,000

40,000

45,000

50,000

2015 Q1 2015 Q2 2015 Q3 2015 Q4 2016 Q1 2016 Q2 2016 Q3

Pocketgov.com Page Views by Quarter

Tow Tracker Pageviews Ask a Question PageviewsProfile Pageviews Waste Service Schedule PageviewsNew Storm Billing Payment Pageviews Parks & Rec MapVirtual Keychain Pageviews Property PageviewsVoter Registration Pageviews Denver Events Pageviews

Native vs Non-native App

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PROSCustomers expect pocketgov in the appstorePocketgov icon on the home screen will increase, driving up usageIdentification will be improved decreasing the number of logins and reducing abandonsFaster load times are possible in native increasing adoption and usagePush notifications will be possible to drive customer behaviorSensors such as cameras, GPS and microphones will enable richer interactionsThe app will look and feel cleaner meeting our branding objectives

CONSCode and system maintenance and support will be costlierAdditional scrutiny due to the app store approval process will decrease innovationApp releases are less frequent and have a greater lag resulting in fewer releases and code changesContent management becomes more complex as content creators must account for more form factors

Denvergov.org

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500000

700000

900000

1100000

1300000

Jan-

13Fe

b-13

Mar

-13

Apr-1

3M

ay-1

3Ju

n-13

Jul-1

3Au

g-13

Sep-

13Oc

t-13

Nov

-13

Dec

-13

Jan-

14Fe

b-14

Mar

-14

Apr-1

4M

ay-1

4Ju

n-14

Jul-1

4Au

g-14

Sep-

14Oc

t-14

Nov

-14

Dec

-14

Jan-

15Fe

b-15

Mar

-15

Apr-1

5M

ay-1

5Ju

n-15

Jul-1

5Au

g-15

Sep-

15Oc

t-15

Nov

-15

Dec

-15

Jan-

16Fe

b-16

Mar

-16

Apr-1

6M

ay-1

6Ju

n-16

Jul-1

6Au

g-16

Sep-

16

Number of Sessions

Pre-Adobe Implementation Adobe Live

Understanding the Net Promoter Score

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The Net Promoter Score is an index ranging from -100 to 100 that measures the willingness of customers to recommend a company's products or services to others. It is used as a proxy for gauging the customer's overall satisfaction with a company's product or service and the customer's loyalty to the brand.

Denvergov.org

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-9

-7

-5

-3

-1

1

3

5

1-Oct 1-Nov 1-Dec 1-Jan 1-Feb 1-Mar 1-Apr 1-May 1-Jun 1-Jul 1-Aug 1-Sep

Net Promoter Score Average YTD

NPS by Organization

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The 311 Experience -Innovations

Thank you for calling 311.

Here are some great ideas we have!

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Agency Engagements

PEAK Academy

Salesforce Operation Playbooks

Agency ‘Roadshows’

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Improvements

All 311 Agents Full Agency Trained

Decreased TurnoverDown 4% Year over Year

Streamlined Training- 50% Reduction in Training Time

- $3,400 Savings Per Agent

The 311 ExperienceStreamlined Training

- 50% Reduction in Training Time

- $3,400 Savings Per Agent

Decreased Turnover

Down 4% Year over Year

Reduced Handle Time

Improved 10% since inception of Salesforce

311 Improvements

All 311 agents are now fully trained!

311 Growth

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Calls to Clicks

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Hold Times Matter

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R² = 0.8337

0%

5%

10%

15%

20%

25%

30%

35%

0:00 1:12 2:24 3:36 4:48 6:00 7:12

CALL

ABA

ND

ONM

ENT

RATE

(PCA

)

HOLD TIME

311 Hold Time versus Call Abandonment Rate (PCA) by Month 1/15-9/16

First Call Resolution (FCR)

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Case Age

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Customer Service Pillars

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Hiring

Training

Coaching

Feedback/Metrics

Jan 2016

March 2016

April 2016

Sept 2016

Oct 2016

Nov 2016

Dec 2016

DAP Coaching Workshop

DMV Training Pilot

DMV Training Live

DMV Training Plan

Recreation Survey and Coaching

Workshop

2016 Key Pilot Activities

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Customer Satisfaction

The percentage of customers who agree or strongly agree that they were satisfied with their service.

52%

78%

91%

96%

0% 20% 40% 60% 80% 100%

CPD

EXL

Rec

C&R

Average Customer Satisfaction Rating May-October 2016

Agency utilizes all four customer service pillars.

Wait Times vs Customer Satisfaction

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0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

C&R EXL CPD0.00

5.00

10.00

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20.00

25.00

30.00

35.00

40.00

45.00

50.00

Wait Time Impact on Customer Satisfaction

2016 Wait Time

Customer Satisifaction

Wai

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erag

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r 201

6 (m

inut

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96%

78%

52%

0.54

6.70

44.22

Next Steps

•First half 2016: continue investment in user experience with current functions

•Second half 2016: I-Fund contingency request•Long-term: regular operational investment

Invest to improve the digital experience

•Demonstrate examples of what good looks like•Leverage disequilibrium to spur interest•Coach and support agencies as they transition

Achieve 311 CNS strategy by continuous

leapfrogging strategy

•Measure customer service by agency (possibly via NPS through 311)

•Raise awareness that this is a mayoral priorityKick start customer

service improvement

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