My WebLink
|
Help
|
About
|
Sign Out
Home
Browse
Search
9.1. SR 01-21-2014
ElkRiver
>
City Government
>
City Council
>
Council Agenda Packets
>
2011 - 2020
>
2014
>
01-21-2014
>
9.1. SR 01-21-2014
Metadata
Thumbnails
Annotations
Entry Properties
Last modified
2/12/2014 3:34:42 PM
Creation date
1/16/2014 2:37:50 PM
Metadata
Fields
Template:
City Government
type
SR
date
1/21/2014
There are no annotations on this page.
Document management portal powered by Laserfiche WebLink 9 © 1998-2015
Laserfiche.
All rights reserved.
/
67
PDF
Print
Pages to print
Enter page numbers and/or page ranges separated by commas. For example, 1,3,5-12.
After downloading, print the document using a PDF reader (e.g. Adobe Reader).
View images
View plain text
PUBLIC EDUCATION GROUP <br /> Strategies to Delight and Exceed Expectations: 30-Day Callback Strategy <br /> Whether you are a superintendent, Day Callback." This practice is spoke about a month ago about... At <br /> city administrator or county executive, consistent with a well-known Nelson that time you told me that... I wanted <br /> fielding concerns and complaints Boswell quote,"Always give people to get back to you to make sure <br /> from residents is an important part more than what they expect to that..." <br /> Of your job. Sometimes you are the get." So how can Boswell's charge Based on my personal experience <br /> problem-solver in terms of listening, translate into a working strategy for using the 30-Day Callback approach, <br /> investigating,and resolving the issue. busy executives? I can assure you the vast majority of <br /> At other times,the case is delegated to When a complaint or concern hits constituents will be delighted and <br /> a subordinate. When complaints and your desk-whether in the form of a surprised you cared enough about <br /> requests are handled well,problems call,letter or email-the protocol is them and their concerns to check <br /> are solved,misunderstandings are straightforward and well understood: back, see if the problem was resolved, <br /> resolved and constituents are usually listen; ask clarifying questions; and confirm things had been handled <br /> satisfied with how they were treated- collect details; seek additional data; appropriately. <br /> all of which builds good will in your collect contact information; and <br /> community. When things are not give the individual an estimate on A secondary benefit of this approach <br /> processed quickly and effectively,the when you or someone else will get is equally powerful,which can be <br /> head administrator is often saddled with back to them. Step two is also more framed as second chances. If <br /> an individual or group who are more than likely consistent with your the problem was not solved,or a <br /> frustrated and angry now than when the current modus operandi: decide subordinate had not handled the issue <br /> original problem evolved. whether you are going to own on a timely and quality basis,the <br /> callback provides another chance to <br /> Business journals are replete with and process the problem or if the get it right(and another chance to hold <br /> articles extolling best practices to issue is going to be delegated to a accountable if they had <br /> achieve high levels of quality, service subordinate. It is at this point the subordinates acnot performed tc your expectations <br /> and customer loyalty. Consultants are 30-Day Callback strategy builds on <br /> also busy training management staff to and enhances what you have done Consider adding the 30-Day Callback <br /> implement the latest model to "surprise in the past. Simply click on your methodology to your administrative <br /> and delight"your constituents. While `Tasks' function in Outlook,record toolkit—a no cost,minimal time <br /> building and maintaining systems some brief notes about the issue commitment, and high impact strategy <br /> to achieve high levels of quality and at hand and set a reminder for one to improve quality control and surprise <br /> customer service are challenging, month later. and delight your community. <br /> some strategies can be employed by When the reminder flag pops up <br /> management staff that are both simple in 30 days,it's time to delight and By Don E. Lifto,Ph.D. <br /> and highly effective. Early in my career exceed expectations. <br /> as a public school superintendent,one p Senior Vice President <br /> of my mentors taught me a simple "Hi,this is Superintendent(City/ and Client Representative <br /> but powerful strategy: the"30- County Administrator)Joe Doe. We I dlifto @springsted.com <br /> p Tod Rgzl@)d OfltrodRJ D��-alzoo <br /> - • • ._ - . <br /> 1 <br /> Financial Health of Your Community Continredfrom Page 2 <br /> enterprise funds are reviewed to ensure with the historic trends. Any debt rated A community's financial health is <br /> they generate revenues from fees charged to by one of the major rating agencies is vitally linked with its demographic and <br /> those receiving services. important for you to review from the economic condition. The income,age, <br /> If there is outstanding debt,a good resource latest report. You should also contact employment and other factors all influence <br /> to turn to is the entity's presence on the your auditor and ask for a list of the the environment within which services <br /> EMMA site established by the MSRB. An recommended journal entries they are demanded,infrastructure is constructed <br /> Official Statement issued publicly for a have proposed. Be sure to ask for and ability to pay is determined. A good <br /> recent debt issue provides the latest snapshot clarification of the journal entry and understanding of these indicators will assist <br /> of all of your major financial indices along why they were or were not made in your in gauging your financial capacities. <br /> financial system. <br /> PAGE 5 ® springsted <br />
The URL can be used to link to this page
Your browser does not support the video tag.