Customer Satisfaction Survey 2009/10 Action Items:

Business & Financial Services:

  • Define and examine processes to enhance efficiencies and customer service
  • Build personal and professional accountability into all business practices in support of the University's mission
  • Develop and empower our workforce through cross training, mentoring, collaboration, recognition and appreciation

Facility Services:

  • Floor Cleanliness: 1) Initiate ongoing customer service meeting to review quality of care 2) Have contract vendor provide quality service inspector, implement a night supervisor checklist which will be submitted weekly for Facilities review 3) initiated quarterly with our vendor to review progress
  • Work Order Response Issues: 1) A simpler customer work order request screen is being developed to east request inputs 2) Simpler staff interface is being developed to increase efficiencies for staff entries of information 3) Additional training for staff on the system 4) Scheduled customer/staff improvements by the end of the first quarter
  • Defective Exterior Tile: 1) Developed high priority projects for the replacement of all exterior tile over time 2) First priority Craven Circle nearing completion 3) Second priority - Chavez Circle 4) Third priority - Dome are 5) Fourth priority - Craven Rotunda area

Human Resources & Payroll Services: 

  • HREO will contribute to the achievement of the University's Strategic priorities of Academic Excellence and Campus Climate through the interview, development, and implementation of internal and campus-wide HREO processes and systems to improve efficiencies and effectiveness.
  • HR&PS will contribute to the achievement of the University's Strategic Priorities of Academic Excellence and Campus Climate through examining, defining and communicating their purpose and core services, in relation to the university mission.
  • HR&PS will contribute to the achievement of the University's Strategic priorities of Academic Excellence and Campus Climate through developing accountability through assigned ownership of department tasks that are critical to the university mission.

Risk Management & Safety:

  • Increase the campus community's awareness by providing information in various venues regarding two processes: Initiating an ergonomic evaluation and reporting safety hazards. We will accomplish this through our existing modes of communication and creating two other venues of message distribution:
    (a) Incorporate informative safety messages as email tag lines: micro safety sense on email.
    (b) Increase presence and/or distribution of information at departmental meetings.
  • Increase accessibility of our Risk Safety programs by improving or providing electronic accessibility through our RM&S website.
    (a) Incorporate IIPP program documents into existing executive summary
    (b) Review, update and evaluate web site location of guidelines and documents for laboratory and hazardous materials safety
  • Increase the awareness of RM&S programs amongst the Faculty members on campus
    (a) Work with Academic Senate and the Faculty Institute on distribution of information and possibly reinstating our presence at the New Faculty Orientation
    (b) Increase presence or distribution of information at Academic departmental meetings

University Police:

  • Emergency Management:
    (a) Increase our Campus Community’s confidence in their abilities to appropriately act during and following an emergency by searching for funding and opportunities for training information to be distributed to our Campus Community members
    (b) Increase the ratio of individuals who have self registered into the emergency notification system by exploring an “opt out” program
  • Parking and Commuter Services:
    (a) Increase satisfaction with ease of obtaining a parking permit by communication to our Campus Community about the benefits of online permit sales; by offering an “Academic/Annual Year permit” for the first time; by adding more pay stations; and by reducing the amount of permit machine “down time”, via increased maintenance
    (b) Increase satisfaction with conditions of parking lots by having one employee dedicated to picking up trash in our parking lots and parking garage, and increasing inspections of parking lots for damage
  • Police Department:
    (a) Increase the value of information offered by dispatchers after hours (the dispatcher was helpful) by creating a checklist to place in RIMS that will give accurate and consistent information, primarily to parking services customers.  Dispatcher Torres will be making the checklist and dispatcher Cerda will do a short training for all dispatchers.
    (b) Increase visibility of Officers and Community Service Officers (CSOs) by encouraging the day watch shifts and the CSOs to  increase their foot patrols of the campus core especially between the hours of 1000 and 1400 Monday thru Thursday.  Have the day watch squad working Tuesdays assign an officer and a CSO (calls for service and staffing permitting) to be on foot patrol during University hour in and around the campus plaza area outside Craven Hall, University Hall and Kellogg Library. During night watch, have officers assigned to various parking lots, especially Lot F during the evening hours when vehicles were present (calls for service and staffing permitting).