Measuring Customer Satisfaction
Nine Steps to Success
|
www.astho.org
1
Table of Contents
8
2
Measuring Customer Satisfaction
Introducon
[H]ealth departments must document how customer/stakeholder feedback was collected,
analyzed, and conclusions drawn from two different types of customers (e.g., vital statistics
customers; food establishment operators; individuals receiving immunizations, screenings or
other services; partners and contractors; elected officials, etc.) [Standard 9.1.4A]
why
How to Use This Guide
Standards and Measures Version 1.5
Survey Planning and Administrave Checklist
Task Checklist
3
Planning and Administraon
Step 1: Idenfy the Purpose of the Survey
Purpose Surveys
4
Monitoring Programs at an Overview Level
Step 2: Select a Program (or Set of Programs) and Idenfy “Customers” to Be Surveyed
•
•
•
•
•
training
Step 3: Determine How Results Will Be Used
•
•
•
•
•
.
5
Step 4: Determine Your Budget and Plan Within It
•
•
•
•
SurveyMonkey
not
Step 5: Idenfy People to Include in Survey Planning and Implementaon
valid
and reliable,
•
•
•
•
ValidReliable
6
Step 6: Design the Survey
• Surveys should be as short as possible. The length of
• Write clear quesons and response opons in the
appropriate literacy level and language
• Limit each queson to one idea or concept, avoiding
double-barreled quesons
• Use convenonal language
• Make quesons easy to answer
• Survey customers soon aer they have received services or interacted with your sta, when memories
are fresh
• Keep survey quesons standard if you want to compare results over me
• Target quesons on the factors that most inuence customer sasfacon for a parcular service or
product.
•
•
•
•
•
•
•
•
•
•
•
7
gained
Value of Anonymity:
Selecng Survey Scales:
How sased were you with the quality of materials?
The inspector took me to clarify informaon.
•
•
•
Tracking and Following Up on Complaints:
has shown that
8
Tracking and Comparing Responses from Subsets of Clients:
Appendices B and D
Cover Leer, Introducon, and Acknowledgement:
Movang Clients to Respond:
Step 7: Select Survey Administraon Methods
2
Customer Surveying: A Guidebook for Service Managers
Mail Surveys:
Customer Surveying: A Guidebook for Service Managers
9
Comparison of Survey Administrave Methods
Slow
None
None None
Electronic Mail or Web-Based Surveys:
Telephone Surveys:
In-Oce Surveys Using Drop Boxes or Kiosks:
Selecng Survey Samples:
10
Frequency of Survey Administraon:
Response Rates:
https://bphc.hrsa.gov/datareporting/research/hcpsurvey/
dashboardmanual/datafilevariables.html
Step 8: Pilot the Survey and Modify Before Full-Scale Rollout
Step 9: Analyze the Data, Report, and Follow Up
Improving Response
Rates
The
developed a customer satisfaction
survey distribution process
11
Applying Your Findings
•
•
•
Conclusion
12
APPENDIX A
References
American Medical News
Customer Surveying: A Guidebook for Service Managers
http://qiroadmap.org/?wpfb_dl=46
13
APPENDIX B
Mul-Purpose Surveys
1. Michigan’s Customer Survey Template developed by Michigan Public Health Instute (MPHI) in
partnership with the Michigan Department of Community Health (MDCH) that can be modied
for use by Local Health Departments.
Local Health Department Name
Local Health Department Name.
Instrucons for Compleng the Survey
Local Health Department Name
Local Health Department Name
14
Yes No
15
Strongly
Disagree
Disagree
Somewhat
Disagree
Somewhat
Agree
Agree
Strongly
Agree
Local Health Department Name
Local Health
Department Name
No
16
17
18
2. Florida’s Customer Sasfacon Survey
Addional Comments:
May we contact you?
19
APPENDIX C
Program-Specic Surveys
1. New Jersey (Morris Regional Partnership), Retail Food Owner/Operator Sasfacon Survey
Neutral
Not enough
Neutral
Neutral
20
Neutral
Neutral
Neutral
Neutral
21
Neutral
Neutral
No
Please mail completed survey to:
22
2. Washington County, MN: Sepc Survey (SurveyMonkey Format)
Survey - Septic
Cust Satisfaction Survey – Septic
Page 1
Customer Satisfaction Survey - SepticCustomer Satisfaction Survey - SepticCustomer Satisfaction Survey - SepticCustomer Satisfaction Survey - Septic
The Washington County Department of Public Health and Environment is continually working to improve our services.
P
lease complete this brief
eight
question survey.
Your feedback is important
and will help us improve future inspections.
A
ll responses are anonymous unless you choose to provide your contact
information at
the end of
the survey.
Thank you
for your input!
1. Have you had a septic inspection within the last 12 months?
2. Please rate the following statements regarding your inspector.
3. Please rate the following statements regarding information and services.
Customer Satisfaction Survey
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Not Applicable
The inspector was
knowledgeable
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The inspector was patient
a
nd
took
time
to
clarify
information
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The inspector was polite
and friendly
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The inspector was helpful
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Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Not Applicable
Services were provided at a
convenient time
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Applications, forms, and
ot
her materials were clear
and
easy to understand
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I received the information
and resources I needed
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I understand the code
requirement
s that
were
ident
ified by the inspector
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Yes
nmlkj
No
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23
Page 2
Customer Satisfaction Survey - SepticCustomer Satisfaction Survey - SepticCustomer Satisfaction Survey - SepticCustomer Satisfaction Survey - Septic
4. Overall, how satisfied were you with the inspection process?
5. Please share one thing we could do to improve our inspection process.
6. What is your preferred method of receiving communication from our department?
7. Additional comments or suggestions:
5
5
6
6
5
5
6
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Very Satisfied
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Satisfied
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Neutral
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Unsatisfied
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Very Unsatisfied
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Mail
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Email
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Phone
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Text Message
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Website
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Facebook
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Twitter
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Blog
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24
Page 3
Customer Satisfaction Survey - SepticCustomer Satisfaction Survey - SepticCustomer Satisfaction Survey - SepticCustomer Satisfaction Survey - Septic
8. Would you like us to contact you?
9. Please enter your contact information below.
Thank you for participating in the survey. We appreciate your input. Feel free to contact your inspector if you have
quest
ions at
651
-
430
-
6655.
Name:
Company:
Address:
Address 2:
City/Town:
State:
6
ZIP:
Email Address:
Phone Number:
Yes
nmlkj
No
nmlkj
25
3. Washington County, MN: Hazardous Waste (Mail Format)
Hazardous Waste Program Sasfacon Survey
1. Have you had a hazardous waste inspecon in the last 12 months?
No
2. Please rate these statements regarding the inspector or person who worked with you on the
inspecon.
Neutral
Neutral
Neutral
Neutral
26
3. Rate the following statements regarding informaon and services.
Neutral
Neutral
Neutral
Neutral
4. Overall, how sased were you with the inspecon process?
Neutral
5. Please share one thing we could do to improve our inspecon process.
nd
27
APPENDIX D
Stakeholder Surveys and Other Means for Input
1. New York’s Process for Obtaining Stakeholder Input
The Process for Obtaining Input from Stakeholders
The Ad Hoc Committee to Lead New York’s State Health Improvement Plan, under the direction of the
Public Health and Health Planning Council’s Committee for Public Health, coordinated the process used
to obtain input from stakeholders. Committee members conducted sessions with stakeholders to obtain
feedback on the 2008-2012 Prevention Agenda and how the process could be improved for the 2013-
2017 Prevention Agenda. Input was sought on the proposed priorities for the next planning cycle and
how best to ensure continuing involvement of stakeholders in designing and implementing
interventions.
A “Vision and Proposed Priorities” slide set was developed for committee members to use during these
sessions. In addition, slide sets describing the priorities for the previous Prevention Agenda, including
progress to date, were posted on the NYSDOH website so they could be accessed by stakeholders.
Members organized meetings with stakeholders and used the slide sets and a process to obtain answers
to the questions shown in Figure 1. Answers could also be submitted via the website. If committee
members preferred to give stakeholder the option to complete the survey, they were asked to review
key points and encourage a discussion beforehand.
The members coordinating these meetings knew that they needed to clearly understand the questions
and reasons for asking them. Their role was to facilitate a discussion on what worked in the previous
Prevention Agenda, the challenges, the strategies used to address the challenges, and how lessons
learned can be used to shape new priorities. Progress reports on all the existing priorities were used to
facilitate these discussions.
Figure 1. Questions for Stakeholders
1. What did communities view as strengths in their experiences working with the 2008-2012
Prevention Agenda?
2. What were some challenges working with the 2008-2012 Prevention Agenda?
3. How can these strengths and challenges be addressed through the next version in the
2013-2017 Prevention Agenda?
4. What are key issues that need to be addressed in the 2013-2017 Prevention Agenda?
28
Five additional questions were given to the coordinators to be considered in these sessions:
1. What went well or not so well with the 2008-2012 Prevention Agenda from the perspective of
your organizations? For any specific priority area that your organization may have participated
in, what went well or not so well?
2. How do we achieve greater participation from stakeholder organizations (including yours) in the
local community health planning and implementation process?
3. How can we assure that our new plan addresses disparities in each of the priority areas?
4. Does the proposed set of five priority areas for 2013-2017 Prevention Agenda address the
priorities or concerns in your community or for your organizations?
If so, how might your community organization be most effective in addressing one or more of
the priorities?
If not, how would you change them or what different priorities would you suggest?
5. Would a member of your organization be willing to serve on a committee to address an
identified issue?
The information obtained from these sessions was used to help the Ad Hoc Committee finalize priorities
and to inform Phase 2 of the planning process, in which workgroups identified measures, strategies,
interventions and partner organizations for each priority.
Findings
Recommendations were obtained from 50 groups, varying in size from 5 to 25 people. More than 750
individuals provided feedback in this process. The feedback was organized into three theme areas:
Inputs related to infrastructure (communication and coordination, partners and sectors, data
and measures, financial and policy supports, and workforce).
Outputs related to specific priorities and strategies to consider for each priority. Comments on
the new priorities are summarized in a separate report.
Cross-cutting issues, such as disparities, social determinants of health, the overall framework
(vision, goals, principles, etc.), and any gaps or concerns.
What did communities view as strengths in their experiences working with the 2008-2012
Prevention Agenda?
Overall, the encouragement by NYSDOH for hospitals and local health departments to
collaborate on community needs assessments and planning did result in the desired
collaboration in most counties.
Identifying the 10 priorities in the 2008-2012 Prevention Agenda allowed groups to focus on
common themes.
Having specific priorities enabled groups to leverage resources.
Collaboration and action were easier if the partners understood and believed in the benefits
of addressing the priorities, and had access to content experts.
It was easy to work on broad priority areas, such as access to care.
Communication about the 2008-2012 Prevention Agenda was much more intense in the
beginning and, overall, seemed adequate.
29
What were some challenges working with the 2008-2012 Prevention Agenda?
Some organizations found it harder to collaborate than others, possibly because they were
smaller, had fewer resources, were on the geographic fringes of their more powerful
partners, or the partners were not clear about their roles. Sometimes, hospitals and local
health departments did not collaborate, but when asked whether it was important to do so,
they said it was.
Not having access to content experts made it difficult to work on some issues.
Lack of funding was a challenge for some, although few elaborated on specific funding
needs.
Priority issues such as access to care and mental health were too broad. It was difficult to
identify actions that could be taken at the local level to have an impact on the priority.
There was a lack of access to data at the ZIP code level to identify disparities.
Some groups did not see any challenges with respect to the 2008-2012 Prevention Agenda.
How can these strengths and challenges be addressed through the next version, the 2013-2017
Prevention Agenda?
• Ensure that priorities and implementation of activities are connected with the “voice of the
customer.” Include “voice of community” at every stage and every level.
Collaborate within and across sectors, while continuing to encourage collaboration between
the various partners – especially local health departments and hospitals.
Focus on reducing disparities and addressing social determinants of health.
Present data at the sub-county level.
Include long-term indicators and intermediate measures.
What should the specific priorities be in the State Health Improvement Plan, and what should the
2013-2017 Prevention Agenda include?
Prevent chronic diseases.
Promote a healthy and safe environment.
Promote healthy women, infants and children.
Promote mental health and prevent substance abuse.
Prevent HIV, STDs, vaccine-preventable diseases and health care-associated infections.
A detailed summary of the responses to these questions from stakeholder groups is posted on the
Department of Health website at:
http://www.health.ny.gov/prevention/prevention_agenda/2013-2017/establishing_priorities.htm.
30
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