Thoughts on Improving Service Quality

1. Thoughts on Improving Service Quality Lou Davenport, Assistant District Director, Lancaster (PA) Hal Finkelstein, Chapter Chair, South Palm Beach(FL)

2. Quality Definitions and Process Management Managing process improvement is the essence of quality management. Managing Quality = managing processes for continuous improvement

3. Quality Definitions and Process Management The definition of Quality is “Conformance to Customer Requirements” (meeting the customer’s requirements for the output of the work process) Quality means doing exactly what we said we would do—meet the customer’s requirements (wants, needs, expectations)

4. Quality Definitions and Process Management The Requirements for a process are established between the supplier and customers. Requirements may be negotiated between the supplier and customers Requirements must be a) mutually understood, b) mutually agreed and c) capable of being achieved

5. Quality Definitions and Process Management In order to produce quality output, four controlling variables are essential: • Policies, Practices, Procedures (Definition) • Equipment, Facilities • Training, Knowhow • A Performance Standard If any of these four controlling variables are flawed or missing, the work process cannot produce quality output.

6. The Need for Quality Improvement • Satisfy customers • Eliminate hassles • Improve job satisfaction • More fun, more time • More success in fulfilling our mission

7. SCORE Quality Measurement & Management • Net Promoter Score (NPS) • Long Term Mentoring Rate • % Follow-0n Rate • Local Services Index (LSI) • Client Attribution Provide “white paper” on this subject

8. Chapter Operations Impact --Performance Reporting-- Quality Metrics Quantity Metrics Excel spreadsheet example

9. Position Statement Vice President-Client Services Quality (Vice Chair, Committee, etc.) • Systems and Process for Which This Position is Responsible and Accountable • List of Work Tasks That Must Be Completed • The Standards to Which the Work Must Comply • What Results Will This Position Be Expected to Produce

10. Role of “Mentoring Methodology” Training All of our volunteers have years of pragmatic business management experience • Does that make them automatically qualified as a superb client counselor? • What is the role of MM training? Should all counselors be required to become certified in MM? • What is the role of continuous counselor training and education?

11. Aligning with District Resources • Should there be a district VP of Client Services Quality to provide focus on this key to our success? • How would you define the roles and responsibilities of this district job? • How about a similar position at the national level?

12. Volunteer Engagement Survey “A priority area for improvement that is significantly impacting volunteer engagement is a need for more performance feedback. Volunteers are looking for timely, useful and continuing feedback that will help them improve their service to clients.” Can this approach to client services quality improvement serve to fulfill this need?

13. Risks If communicated and executed incorrectly (wrong person in role, role is perceived as bureaucratic, volunteers feel feedback is negative), we run the risk of alienating many volunteers and doing more harm than good.

14. ONE CHAPTER’S JOURNEY TO EXCELLENCESOUTH PALM BEACH SCORE

15. First Steps: 2007 • Evaluated chapter’s reputation • Self discovery • Did a survey of all counselors • Interviewed random counselors • Brainstormed counselors concerns • Consulted with outside experts • Did a survey of clients • Did an extensive survey of random business people in our area

16. Processes • Solve chapter counselor problems • Solve business community problems with SCORE

17. Chapter Counselor Solutions • Analyze survey findings relating to counselors and develop process to fix issues. • Counselor Training Team (CTT) • CTT Chairman invited to sit in on EC and reports to chair • CTT responsible to do whatever it takes to train all counselors in mentoring, tech, etc. Ongoing.

18. Chapter Counselor Solutions • Developed surveys to test satisfaction of clients and quality of services. • Developed an extensive counselor training manual. • Conduct peer to peer counselor reviews on mentoring procedures and other quality and dress standards.

19. Chapter Counselor Solutions • Interview and train new applicants. • Monitor caseloads, select teams to counsel, match client needs. • Maintain counselor profiles, keeping them up to date.

20. Business Community Solutions • 1. Analyze surveys of clients and local businesses. • 2. Chapter Chair takes responsibility to improve client and business community satisfaction. • Evaluated surveys with outside experts. • Randomly called clients and past clients; called and visited the general business community.

21. Business Community Solutions Misconceptions: • SCORE is old-fashioned, behind the times. • You’ve been away from business much too long. • You do not work with us to solve problems. • You cannot address my immediate needs. • Your competition is more modern. • I get what I need on the Internet.

22. Business Community Solutions • Attracted counselors recently out of business and/or still involved with the business community. • Let go counselors that cannot deal with today’s business. • Become a solution-oriented chapter – solve clients’ problems at their place of business and advertise same.

23. Business Community Solutions 4. Operate chapter as an OODA (BOYD) entrepreneurial enterprise – think outside of the box. • 5. Developed several business outreach programs: we go where the businesspeople hang out.

24. Business Community Solutions • 6. Developed cutting-edge “How To” business programs to demonstrate our usefulness in helping businesses increase their sales. • Major business conferences for the community, 300-500 in attendance. • Host “start-up” weekends.

25. Business Community Solutions 9. Fast track entrepreneurial program. 10. Advisory teams for corporations doing over $1 million in revenue per year. 11. Team with large corporation to help their small business sub-contractors and customers.

26. Test, Test, Test & Tweak Client must be given and/or shown solutions to their problem. All seminars and workshops are taught by our own counselor experts. Chapter Chair and CTT constantly survey clients and counselors to keep on top of quality. Counselors must be allowed to exercise their entrepreneurial judgment within our chapter’s framework. Our client is our mission – unhappy clients will put us out of business.