SEPTA
Customer Service Program
Report
January 2015
SEPTA is committed to consistently deliver a positive customer experience!
We are driven by our customers and fueled by their expectations.
Table of Contents
Page #
Introduction from AGM Kim Scott Heinle 2
Internal Customer Service Initiatives & Progress
Complaint & Commendation Metrics 3
Customer Service Call Center Metrics 4
Social Media Metrics & Performance 5
Service Quality Overview 6 - 7
BASCSC Progress Report 8
SEPTA Customer Connect (SCC) Update 9
CS&A and SEPTA Key 10 - 11
Rebuilding for the Future Highlights 12
Other Divisional Customer Service Initiatives 13
Looking Ahead to Fiscal Year 2016 14 - 15
Introduction
Kim Scott Heinle, AGM
What is expected by a customer is predicated on past experience. Excelling at service means
having the capacity to meet and exceed customer expectations on a regular basis. As we achieve
success, it sets the bar higher. It raises our customers expectations about what we are capable of
doing.
SEPTA is committed to consistently deliver a positive Customer Experience! We are driven
by our customers and fueled by their expectations.
Sound familiar? It should. Its our Customer Service Vision statement.
Being Customer-Focused has been part of our agenda since 2008 when Joe Casey became the
General Manager. It remains true today. We need to continually define our work priorities around the
4Cs of Customer Service, and make sure that our efforts are aligned with customer needs and
expectations.
Every New Year ushers in anticipation and excitement. Looking forward, 2015 will have a host of
important events that will require a total team effort. First and foremost will be the transforming effect
of the SEPTA KEY (no longer New Payment Technologies). This project will continue to consume
our time and attention until it finally bursts onto the scene sometime in the second half of the year.
Stay tuned!!
But we also have another Winter Season to manage, the Flower Show and a very hectic
construction season, and in the fall, a visit by the Pope and about two million of his faithful.
This report takes a look back to where we have been, and looks forward to where we are heading.
Lets sustain the tasks that are doing well and focus on improving the items where there iswell,
room for a little improvement.
Kim Scott Heinle
Assistant General Manager
Customer Service & Advocacy
2
Complaint & Commendation
Metrics
A key performance indicator for the Customer Service Call Center is the percentage of Calls Resolved at
First Contact. During the last six months of 2014, we achieved a landmark 91% of contacts resolved at
first contact, up 7% from the comparable time period in 2013.
In addition, for four of the last six months SEPTAs Commendation to Complaint Ratio performed at
levels exceeding our 5 year goal as stated in the 2015-2019 Strategic Business Plan.
3
2,9
94
2,8
39
3,8
97
4,0
06
3,1
30
3,0
09
88% 91% 92% 88% 91% 92%
Jul Aug Sep Oct Nov Dec
Complaints Resolved 1st Contact
Straight line
represents 2013
average
Straight line
represents 2013
average
Complaints & Commendations 1
68
20
6
18
1 24
1
19
4
22
1
6%
7%
5%
6% 6% 7%
Jul Aug Sep Oct Nov Dec
Commendations Commend/Complain Ratio
Straight line
represents
5 year goal
Straight line
represents 2013
average
Call volumes were relatively steady during the last six months of 2014 for both the CS and CS/CCT Call
Centers. The percentage of dropped calls declined to historic lows, with the CS Call Center experiencing
an improvement of 54% from 2013s average.
In addition, the CS/CCT Call Center also achieved a 44% reduction in dropped calls from the comparable
period in 2013.
Customer Service Call
Center Metrics
4
12
1,7
91
11
8,8
81
12
6,3
11
12
2,5
54
11
6,4
98
11
9,8
34
9%
5%
7%
4% 4% 3%
Jul Aug Sep Oct Nov Dec
CS: Calls Answered % DroppedStraight line
represents 2013
average Straight line
represents 2013
average
5,1
97
4,5
38
5,0
37
5,4
75
4,4
70
4,5
80
9%
4%
7%
8%
12%
6%
Jul Aug Sep Oct Nov Dec
CS/CCT: Calls Answered % Dropped
Straight line
represents
5 year goal
Straight line
represents 2013
average
Customer Service Contact Center Call Volume
@SEPTA_SOCIAL experienced steady but modest growth July through December. This moderate
growth is attributed to the decreased ridership level during the summer months. A slight increase in
engagement occurred during the back to school period. Additionally contributing to the lowered growth
rate is the fact that technology savvy customers are increasingly using the thriving official SEPTA Apps,
in turn mitigating customers' reliance on contacting @SEPTA_SOCIAL for real-time transit information.
It has also been speculated that there may have been a decline in the novelty of a primarily customer
service SEPTA Twitter account over time, leading to a follower plateau. This theory prompted CS
Social Media staff to explore and employ strategies to gain followers and increase engagement. In late
2014, these strategies have included increased customer follow up and spontaneous recognition, along
with small contests and giving out prizes.
CS Social Media staff expects to play a role in the advent of the SEPTA Key roll out and through
sustained implementation via a social presence; subsequently leading to greater staffing challenges.
10,3
46
10
,56
3
10,7
88
11
,24
9
11
,49
7
11
,65
4
2% 2% 2%
4%
2%
1%
Jul Aug Sep Oct Nov Dec
Facebook Likes Likes Growth Rate
Social Media Metrics &
Performance
5
2,4
11
2,4
55
3,2
70
2,9
45
3,6
32
2,9
23
3054
2995
3124
2869
3619
3586
Jul Aug Sep Oct Nov Dec
Mentions Sent Tweets
@SEPTA_SOCIAL Followers, Likes & Activity
6,7
82
7,0
18
7,1
78
7,5
18
7,7
77
7,9
90
2% 3%
2%
5% 3% 3%
Jul Aug Sep Oct Nov Dec
SEPTA_SOCIAL Followers Growth Rate
Service Quality Overview (1 of 2)
6
One of the ways that Customer Service helps the disabled community is through our Service Quality
team performing audits of stop announcements on vehicles. The evaluation of stop announcements is
critical to SEPTAs compliance with the Americans with Disabilities Act (ADA). Service Quality increased
their number of evaluations performed overall by 13% in the last six months of 2014. In addition,
SEPTAs performance in these evaluations has consistently exceeded the important 90% compliance
threshold. These stop announcement appraisals are graded across modes on a pass-fail basis.
Service Quality also evaluates 4 C (Cleanliness, Convenience, Communication, Courtesy) performance
across all service modes. Elements comprising the 4 Cs are also graded on a pass-fail basis for vehicles
and services. The below chart illustrates 4 C performance by Surface, Rail and Subway/El services from
July through December of 2014.
Surface scores for Communication were impacted by a lack of schedules available on vehicles observed
and lagged other modes mostly due to this one criteria.
1,487 1,720
739 874
77 61
94% 95%
98% 96% 97%
92%
Jan - Jun 2014 Jul - Dec 2014
# of Surface Evaluations
# of Rail Evaluations
# of Sub/El Evaulations
Surface Compliance
Rail Compliance
Sub/El Compliance
Stop Announcement Evaluations
Vehicle and Service 4 C Compliance Rates 2014
92% 96% 94%
73%
98% 98% 89% 92% 95% 96%
98% 95%
Cleanliness Convenience Courtesy Communication
Surface Rail Subway/El
Service Quality Overview (2 of 2)
7
In 2014, Service Quality staff began to evaluate stations with a little more depth. While elements
comprising the 4 Cs are graded on a pass-fail basis for vehicles and services, station quality scores are
now rated across a 4 point scale- 1. Unacceptable, 2. Poor, 3. Good and 4. Excellent.
As in previous intervals, scores across all modes for vehicles, service and stations are well above
industry standards and are considered excellent in most areas. That said, some key areas (schedules
and cleanliness on Surface) can be improved.
Service Quality has shared their observations and findings with appropriate Operations staff with data
