DAM-DAFO_Customer_Service_Bootcamp_Training_Requirements.docx

DAM Customer Service Bootcamp Training Requirements

Background/Purpose:

The FSA Deputy Administrator for Management (DAM) and the Deputy Administrator for Field Operations (DAFO) organizations are currently in the process of undertaking a comprehensive long-range cultural transformation initiative. One of the more immediate priorities within this initiative is to begin to get the workforce thinking in terms of Customer Engagement, however, our organizations are not there yet. As a first step in the evolution to Customer Engagement, DAM and DAFO need to address deficiencies and weaknesses in basic customer service skills and capabilities throughout the organizations. DAM and DAFO want to offer customer service training via an in-person, boot camp-style format as well as a virtual format, and ensure that our entire workforce has the requisite skills and capabilities to provide excellent customer service. These in-person boot camp work sessions and virtual trainings should be interactive and allow for a total customer service experience that transcends what the workforce would typically learn through standard online training.

There are approx. 234 total employees in the DAM organization (approx. 60% are located in Washington, D.C., with the other 40% located in Kansas City, Missouri). DAFO needs to provide customer service boot camp training to approx. 8,600 field employees dispersed throughout the United States in 2,124 Service Centers. DAM and DAFO would like to roll out in-person and virtual customer service training within the DAM and DAFO organizations in FY2016, and/or as the organizations are ready to proceed. We expect that DAM customer service boot camp training would primarily be conducted in-person in DC and KC, with a virtual option. We expect that with DAFO being a field-based organization, customer service boot camp training would need to be conducted virtually. Because of the size of the DAFO workforce, DAFO would be willing to consider a “Train the Trainer”-type approach.

Requirements:

1). Contractor will work with DAM and DAFO to conduct preplanning work related to the contractor’s customer service training delivery model to identify how best to deliver and integrate the training within the DAM and DAFO organization;

2). Prior to rolling out customer service training, the contractor will work with DAM and DAFO to develop and/or roll out a situational assessment tool which will help DAM and DAFO determine where we sit on the customer service maturity curve, as well as identify and document customer service training needs and expectations.

3). Based on results from the situational assessment tool, the contractor will develop and supply a custom set of customer service training materials for each participant/Service Center that includes guidebooks and tools for the training. Materials to be agency branded.

4). Contractor will work with DAM and DAFO to define and agree on learning outcomes and determine mechanisms to measure success.

5). Contractor will facilitate/provide on-site customer service training for the DAM and DAFO organization at the location(s) of DAM/DAFO’s choosing;

6). Serve as an objective third-party to “shop” the various DAM/DAFO organizations by phone, online and via email to baseline DAM/DAFO’s current customer service levels; provide findings and recommendations to DAM/DAFO senior leadership.

Customer Service 101: Basic: customer service training for beginners (who, what, when, where, why and how).

For example:

- What constitutes excellent customer service, how do we know we are providing it and how do we measure it?

- What are the impediments and roadblocks to providing excellent customer service?

- How can you identify a potential customer problem before it happens?

- What drives customer decision-making and how do you create a repeat customer?

- What role does communication play in customer service?

Customer Service 201: Intermediate: customer service training for those with intermediate knowledge and experience (i.e. front-line customer service reps).

For example:

- Present tips and techniques to manage a poor customer service experience and recover the customer

- Present/discuss real life customer service situations/scenarios, and brainstorm solutions

Customer Service 301: Advanced: In-depth, comprehensive customer service training For example:

· Consultative customer service techniques and approaches to help participants build genuine lasting relationships with their customers

· Present Center of Excellence examples (private and public sector)

· Share best practices and lessons learned

· Group discussion: Case studies and white papers

While this training is ultimately in support of DAM/DAFO’s comprehensive, long-range cultural transformation initiative, we recognize the need to execute in incremental phases beginning in FY2016 to ensure proper understanding and adoption at each phase of customer service training.

“Like to Have”

In addition to the customer service bootcamp-style training, we would like to have the contractor:

1). Talk to a random sampling of DAM HQ and DAFO Field employees and customers in HQ and Service Centers to get real feedback.

2). Assess current customer service guidelines, policies and processes and provide findings and recommendations 3). Map the end-to-end customer journey (with 3-5 randomly selected customers) for each of the DAM divisions (Emergency Preparedness Division, Acquisition Management Division, Human Resources Division, and Management Services Division) and a random sampling of DAFO Service Centers to provide findings and recommendations in a report to management.

4). Deliver an 18 to 24-month roadmap based on the information obtained through this effort to guide DAM and DAFO in our long-range customer service efforts.

5). Provide short-term “quick win” recommendations for how to improve customer service.

6). Prepare an after-action report detailing their efforts, findings and recommendations and provide to the government no more than 15 days after task.

7). Conduct in-person debriefings with key leadership officials within the Farm Service Agency as Government deems appropriate.