When a study of customer satisfaction issues has been completed, it is normal for a report of findings and recommendations for actions be assembled and presented to management. What happens next is key to the success of the organization’s customer satisfaction strategy.
In a recent article titled, Customer Satisfaction: A Customer Service Advisory Council: Example of Final Report, a transit authority received 78 recommendations in 8 focus areas with associated action plans, most of which involved additional costs and / or personnel. This article covers the next steps taken by the Toronto Transit Commission.
First a review of the story that has been unfolding over the past year. The TTC is Canada’s largest public transit provider, and third largest transit system in North America, employing some 12,000 men and women. The Toronto transit commission was trying to overcome Transit rider discontent last year due to a fare hike, poor service, shortage of fare tokens and perceived lack of professionalism by transit ticket collectors photographed sleeping on the job at their posts.
A Customer Service Advisory Council was formed as an independent panel aimed to examine the relationship between transit riders and Toronto Transit Commission (TTC) workers, with the goal of improving the experience and satisfaction of TTC riders across the city. The Council gathered the feedback from the community and published its findings in a report, which contained 8 general focus areas, including 78 observations and associated recommendations.
The council also realized that many of the recommendations will required additional budget and personnel, which given the economic realities may put them out of reach.
The council also issued a public thank you to all the riders and employees to helped contribute to the findings and reviewed the actions taken by the Management who received the report.
Reaction of the Toronto Transit Commission:
1. Thanked the Council for its study and the riders who provided feedback.
2. Agreed with many of the council recommendations.
3. Assigned a Chief Customer Service Officer.
4. Assigned ownership to implement some of the recommendations immediately.
5. Assigned ownership to review the feasibility of other recommendations and the costs involved.
6. Promised to provide a review of the progress back to the council every 6 months.
The report was issued in Aug 2010 and immediate actions were started in September. However, there has been an election and new elected officials now run both the City of Toronto and there is a new TTC chairman on the City Council. So far there has not been any further discussion about the recommendations and associated action plans that resulted from the study. It will be interesting to watch the next steps.
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