Customer Service Review
- Jun 9
- 5 min read
Updated: 6 days ago
Start Date: 3/25/25
Why the Office of the City Auditor (OCA) did this project
A survey of residents and employees conducted by the OCA to develop the annual audit plan, showed the City’s response time to customer service requests initiated through 311 was a common priority. The City’s response to 311 service requests is a shared responsibility between Customer Care and responsible departments. This audit examined the efficiency and effectiveness of processes for service requests administered through 311, and reviewed how the City tracks and measures customer satisfaction and utilizes customer care survey data for service improvement.
Project Scope
Review workflow for customer service requests administered through 311 to Animal Services, Planning and Neighborhoods, and Public Works, the three City departments receiving the highest number of requests.
Why audit this topic?
Customer service was identified as a top risk in the Fiscal Year 2024 annual audit planning process.
Project Procedures
1. Review customer service processes for requests administered through 311 from start to finish to evaluate the efficiency and effectiveness of workflows.
2. Evaluate how effectively the City of Tulsa is tracking performance and measuring customer satisfaction.
3. Evaluate methods of collecting customer feedback from Customer Care 311 and Utilities Call Center Services surveys.
4. Determine how well City of Tulsa is using information collected by Customer Care 311 to improve City services.
Key Observations
The City has multiple customer service case management systems across departments that perform the same or similar functions.
Current data collection methods make it difficult to efficiently track and measure customer service performance.
The customer service survey is only set up to receive feedback at the end of a 311 call thereby excluding feedback on customer service provided by departments other than Customer Care.
There is not a consistent method for reviewing customer service survey data for 311 and Utilities Call Center Services.
The City of Tulsa is not using customer service data effectively at an enterprise level.
Audit Objective
Examine the efficiency and effectiveness of processes for service requests administered through 311, and review how the City tracks and measures customer satisfaction and utilizes customer care survey data for service improvement.
Customer Service Process
The City of Tulsa has a centralized number for citizens to request City services and information by calling 311 with agents available during normal business hours. Other contact options are available 24/7 through the 311 app or emailing Tulsa311@cityoftulsa.org. Most service requests come through the 311 phone number.
Below is a chart describing the process of when a customer calls 311 to request a service not related to utilities services.
Request Received
When calls are received through 311, the phone system divides the calls into utility billing calls and all other requests, and records both interactions.
Case Created
When the customer asks for a service, the Customer Care agent creates a case in their case management software with details on the request. For most calls, when a caller requests a service, the caller’s email is added to the service request case in the case management system so the caller can be notified of completion. For code enforcement service requests, only the first caller is added to the case. Any additional callers calling about the same code enforcement issue are provided a case number to use for viewing updates on the City of Tulsa website. The first caller is the only caller contacted upon completion.
Assigned to Department
Customer Care agents assign each case based on the type of request. The case management system notifies the responsible department of a new request by email or by populating into that department’s case management software. Customer Care works with departments to maintain current contact information on various types of requested areas to reduce misassignments.
Feedback Requested from Customer
Once the Customer Care agent either answers the resident’s inquiry or finishes creating the service request, the phone system will select calls for surveys. These calls are recorded for training opportunities. Currently there is not a consistent process in place for reviewing survey data. (See Observation 4)
Department Completes
Animal Services, Planning and Neighborhoods, and Public Works personnel were interviewed on their customer service processes and their internal performance goals. All three departments maintain different case management systems outside of the Customer Care case management system that performs the same or similar functions. (See Observation 1) The department assigned to the request closes the case in the Customer Care case management system.
Feedback to the Customer
The resident who initiated the request for service is emailed through the Customer Care case management software once the department responsible closes the case. There is no follow up with the resident to request feedback on their satisfaction after service completion. (See Observation 3)
Customer Service Dashboard for Performance Tracking
Prior to this review, there was not a citywide view of customer service from data tracked through 311. Customer Care’s performance measures focused on the time to answer calls and abandonment rate, which is the rate that calls are disconnected before connecting to an agent. Departments measured their own performance goals from their own case management systems.
OCA created PowerBI visualizations in this project to assist management with assessments of customer service across the City. This dashboard incorporates the three main data sources that Customer Care uses: phone, case management software, and ERP. Customer Care’s original goals are displayed and additional details are added. Benchmark data from the Engage 311 conference is also displayed as a reference point. (See Exhibit 1)
The data collected for customer service calls is not succinct enough to be used for comprehensive tracking or measuring effectively and efficiently. OCA found opportunities in data collection that could improve data quality. (See Observation 2)
Reporting Performance
The Mayor’s current strategic plan does not mention several core City services and of the services mentioned, not all have quantitative goals defined. (See Observation 5).
Observations
OBSERVATION 1 | |
The City has multiple customer service case management systems across departments that perform the same or similar functions. | |
RECOMMENDATION | |
Review current similar software for consolidation and have a unified effort going forward to streamline software for the organization. | |
MANAGEMENT RESPONSE | |
Accepted. |
OBSERVATION 2 | |
Current data collection methods make it difficult to comprehensively track and measure customer service performance. | |
RECOMMENDATION | |
Performance tracking and measurement could be improved by entering primary keys from the phone system to the case management system; and standardizing data fields. | |
MANAGEMENT RESPONSE | |
Accepted. |
OBSERVATION 3 | |
The customer service survey is only set up to receive feedback at the end of a call thereby excluding feedback on customer service provided by other departments. Only the performance of the Customer Care agent is surveyed and the City is not collecting resident feedback on the services they receive. | |
RECOMMENDATION | |
Work with department directors to develop method for surveying residents at the completion of service requests. | |
MANAGEMENT RESPONSE | |
Accepted. Management agrees and will facilitate working with other departments to determine best method for surveying customer satisfaction. |
OBSERVATION 4 | |
Survey data for 311 calls is being collected but not utilized effectively. Survey data is not currently being used due to challenges in accessing and utilizing the data. | |
RECOMMENDATION | |
Consistently collect and review survey data to identify improvement opportunities. Examine feasibility of purchasing voice text transcription for easier sorting and reviewing of results. | |
MANAGEMENT RESPONSE | |
Accepted. Management agrees with this recommendation. Customer Care is currently working on this and will look into feasibility (including cost and manpower required) of purchasing transcription software. Factors currently affecting review efforts are lack of manpower/data analyst. |
OBSERVATION 5 | |
The City of Tulsa does not use customer service data effectively at an enterprise level. | |
RECOMMENDATION | |
Revise the City’s strategic plan to include all core City services and quantitative goals for customer service. | |
MANAGEMENT RESPONSE | |
Accepted. |