National Railway Museum Customer Service Handbook

THE CUSTOMER SERVICE STAFF HANDBOOK

MESSAGE FROM THE HEAD OF MUSEUM At the National Railway Museum we have always been committed to serving our customers, be they students or scholars, educational groups or corporate partners, tourists or enthusiasts, sponsors or general visitors.

Our aim is not short term change but sustained long term improvements in standards to help us achieve our mission of caring for the national collection and of helping people understand the impact of the railway in a manner that is inspiring, enlightening and enjoyable. The standards are deliberately challenging — as befits a national museum of international standing.

This Handbook is designed to help us improve service by providing a single easy to use source of information on all aspects of our approach to serving our various audiences. It has been put together by Museum staff and I welcome suggestions from you to help improve it further in the light of experience and changing customer needs.

If you have any ideas or wish to make any comments on the Handbook please speak to your line manager. If you prefer, speak to me directly on extension 200.

ANDREW SCOTT

Customer Service Handbook Message from the Head of Museum June 2002

IMPROVING SERVICE TO CUSTOMERS AT THE NATIONAL RAILWAY MUSEUM

STAFF HANDBOOK

CONTENTS Section One Our approach

Section Two Our promises to external customers

Section Three Your standards

APPENDICES Appendix One Guidelines for monitoring customer service standards

Appendix Two Examples of monitoring methods

Appendix Three Performance Indicators

Appendix Four Customer Complaints Policy

Appendix Five Service improvements

Customer Service Handbook Contents June 2002

PURPOSE AND SCOPE OF HAND BOOK This Handbook aims to help us to improve service, to meet our customers’ needs and to establish a culture of continuous improvement.

Section One sets out our broad aims and how we plan to meet them.

Section Two summarises the promises we make to our customers, as publicised on the wallboards in the entrances. These promises are based on what our customers say they want, and will change as the customers’ needs change and as we develop a better understanding of their requirements.

Underpinning these promises are detailed service standards, which are set out in Section Three. This section shows all the service standards we need to achieve throughout the Museum if we are to keep the promises we make publicly to our external customers. It also sets out the general measures we have agreed to use to satisfy ourselves that our performance meets standards.

Section Three will need tailoring for you, so you can keep track of your responsibilities in delivering and improving services, by setting out the standards you should meet and the measures you should use to assess your performance. It can also be used as a file for any other information which you feel will help you deliver what we have promised. For example, the policy for the care of large objects, the events policy, or the front-of-house code of practice.

Appendix One outlines how we can monitor customers’ views and suggests how each standard can be measured.

Appendix Two gives examples of questionnaires and other methods which you could use for monitoring customers’ satisfaction.

Appendix Three sets the Museum’s Performance Indicators (Pls).

Appendix Four has a copy of the Museum’s Complaints Policy.

Appendix Five gives examples of service improvements that we have implemented so far.

Customer Service Handbook Purpose and Scope June 2002

OUR STRATEGY Achieving customer satisfaction is crucial to the success of the Museum. Our whole strategy has been designed to enable this. The strategy also recognises the importance of investing in developing and supporting staff.

Our broad strategy is set out below.

WHY WE EXIST To promote the public’s understanding of railways and to be trustee of the nation’s railway collection.

We take pride in inspiring people by interpreting the collections and sharing the human stories behind them.

WHAT WE NEED TO DO • To run a leading international museum which attracts more visitors each year.

• To continuously improve the quality of the service we offer.

• To build, research and care for our collections so that more people can benefit from them.

• To stimulate research and scholarship at all levels.

• To communicate with the widest public in inspiring, enlightening and enjoyable ways.

• To maximise our resources and income in support of these activities.

GUIDING CUSTOMER SERVICE PRINCIPLES

OWNERS

We are proud of our role as the guardians of the most outstanding national railway collection. We will work openly with our owners, so that they are well-placed to understand the issues we are managing on their behalf and our plans for moving forward. Our openness will inspire their confidence in our trustworthiness.

USERS

We treat all of our users as individuals. We respect their requirements and aim to get all the details right, so that everyone feels they have received excellent value, and is eager both to recommend us to others and to continue to support us themselves.

COMMUNITY PARTNERS

By working in partnership with others we can all become greater than our separate parts. We will be professional and innovative to make sure that all our partners benefit from association with us.

STAFF

We continuously aim to improve the service we give and know that customer satisfaction depends on staff satisfaction. We will invest in our staff so that they have the skills, support and information they need to do their job and receive the recognition they deserve for their efforts and commitment.

Customer Service Handbook Section One June 2002 Page 1

OUR AIMS The National Railway Museum is committed to customer service.

Everyone should deliver high quality service and take pride in their achievements. This means:

• Knowing what our customers need.

• Setting standards which reflect these needs.

• Monitoring performance against these standards.

• Encouraging feedback from our customers and using this and information from our monitoring systems, to improve customer satisfaction.

• Designing policies and procedures which ensure that the job can be done effectively.

• Providing the right resources.

• Recognising your hard work.

OUR APPROACH Over the last few years we have made a greater and more co-ordinated effort to improve service. The Customer Service Project lays the foundations for sustained improvements.

It aims to:

• Set the standards of performance required by consulting customers regularly and directly.

• Inform customers about the range and levels of service we promise and about whether we are achieving these levels.

• Let customers know how to comment, complain and seek compensation.

• Build culture and practices which:

• Ensure continuous improvement, that reflects customers’ priorities.

• Enable us all to feel proud of the service we give, confident in the knowledge that we will be supported.

To achieve these aims a project team has reviewed customer service procedures to ensure they meet our customers’ needs. The team has:

• Re-assessed customers’ needs.

• Produced this Customer Service Handbook.

• Reviewed the public promises we make to our customers.

• Worked with colleagues to review the detailed, specific standards of service which should be achieved to enable us to keep these broad, public promises, together with the measures which will tell us whether we are on track and where we should be targeting improvements.

• Involved colleagues in identifying and removing any obstacles which might prevent us from meeting the specific standards, and keeping our public promises.


SERVICE IMPROVEMENTS Our achievements so far include:

• Wallboards in our entrances, stating what we promise our external customers.

• Detailed service standards which underpin these public promises by making it clear what each of us is responsible for achieving in our own job (as shown in Section Three).

• Measures for monitoring performance against these standards, so that we can see where we can improve service (suggestions are made in Section Three and described in more detail in Appendices One and Two).

• Better systems for collecting and analysing comments, complaints and suggestions and using them to improve service.

• Greater public accountability, by telling customers how well we are keeping our promises.

• Service objectives made explicit in our Business Plan consistent with those set out in the Corporate Plan for the National Museum of Science and Industry as a whole. These give the framework for setting departmental objectives and personal service objectives, which are monitored by appraisal.

We have also made many practical service improvements throughout the Museum. Appendix Five lists some examples.

THE FUTURE Complacency would quickly undermine what we have achieved — we all need to continue to look for better ways of understanding and responding to our customers. Our priorities include:

• Sharing information, so that everyone is clear about what the National Railway Museum is trying to achieve long-term; how service improvements fit into this vision; and what service standards we are all aiming to deliver.

• Improving our understanding of customers’ needs and views, by extending the scope of customer and market research. We must use this information to identify where and how to improve service and support staff.

• Refining standards in the light of customers’ views, so that standards reflect their needs better and become more demanding, as our ability to respond grows.

• Improving cost-effectiveness, by managing and measuring performance more objectively and consistently.

• Improving the way work is organised, by resolving the more complex cross-departmental problems; clarifying priorities by setting objectives at all levels; and using on-the-job training, coaching and appraisal to ensure that relevant skills develop.

• Improving policies and practices, to make sure that we recruit and promote staff with the right potential; that skills grow through training, on-the-job development and appraisal; and that the efforts people make are fairly recognised and rewarded.

• Reinforcing the growing customer-focused culture, by continuing to involve people and ensuring consistency between words and deeds.

• Continuing to review and refine our approach to guide future service improvements.


OUR PROMISES TO EXTERNAL CUSTOMERS The promises the Museum makes to its customers are displayed on wallboards in the main entrances of the Museum. These promises reflect what we know our customers require. They are expressed in broad terms because research suggests that our customers do not wish to be overloaded with detail. However, the promises do provide the framework for the detailed standards shown in Section Three. The National Railway Museum’s wallboard states:

Our promises

The National Railway Museum helps the public understand and enjoy the history and contemporary development of the railways. We aim to inspire, enlighten and educate.

We promise • Excellent care for the National Collections

• Displays and events that are accurate, stimulating and enjoyable

• High quality educational and research facilities

• Up-to-date information about the Museum

• A prompt and helpful response to enquiries

• A warm and courteous welcome

• A safe, clean and comfortable Museum

• Service to all parts of the community

• Opening hours which reflect your needs

How can you help us improve We welcome your suggestions for improving our services and will survey frequently to check that we meet your needs. Please complete one of our visitor satisfaction surveys available at the Information Desk, or speak to a member of staff.

Customer Service Handbook Section Two June 2002 Page 1

YOUR SERVICE STANDARDS

PURPOSE The purpose of this section is to show the standard of service you are responsible for delivering in your job. (By a “standard” we mean the level of service you should be delivering now, rather than an aspiration for the future.) It also gives you the broad picture — what needs to be achieved across the Museum, if we are to keep our promises to external customers. Each of the broad promises made on the wallboards at the entrances, have associated, specific standards. We need to measure our performance against these standards. Frequently we depend upon others to help us deliver excellent customer service. Everyone needs to understand clearly what must be achieved. Some of these standards will relate directly to your job, others will relate only indirectly but everyone has a role in ensuring that all standards are met.

HOW TO IDENTIFY THE STANDARDS THAT APPLY TO YOU Go through this section with your manager and a high-lighter pen, and mark all the standards that will help you satisfy your customers. If some standards are of higher priority than others in satisfying your customers, this should be reflected by the amount of high-lighter pen used!

MONITORING AND MEASURING As well as your personal service standards, this section should include the measures you use to monitor performance. Refer to Appendix One to check that the proposed measure is the most sensible one for you to work with. Then note down what you will be doing to help keep track of success.

The purpose of measuring performance against a standard is not to catch people out. It is simply to show where we need to focus our efforts to improve, by giving extra support, addressing operational problems, or building on success. So measurement is about encouraging continuous improvement, not about policing conformance. We must not allow ourselves to get “bogged down” in measurement, but simply use it to help us identify and take opportunities to improve.

HELPFUL REFERENCE MATERIAL This section should also contain any supporting information you might find useful. For example:

• Any procedures, policies and codes of practice you should follow, including relevant external examples, as well as those developed in-house.

• Any checklists you find helpful.

• Lists of useful contacts, to save you looking them up in a range of other sources.

Customer Service Handbook Section Three June 2002 Page 1

CHANGES TO STANDARDS You and your line manager will need to review your standards and measures regularly, for instance during appraisal, and standards should be refined in the light of:

• Any changes in your responsibilities or priorities.

• Any changes in customers’ needs, or in our understanding of their needs.

• Any changes in the way the Museum allocates resources, which might make it easier, or more difficult to meet standards.

• Information gathered by monitoring performance against standards, which might, for instance, show that some standards are relatively undemanding, or that others cannot realistically be met, without changes in the way resources are allocated.

Any change in standards should always be discussed and agreed with your immediate boss. The customer service project team will also need to know so that any consequences can be assessed and resolved. For instance, priorities or resources may need to be allocated differently, or genuine resource problems may need to be highlighted and resolved.

Please raise any problems you have in meeting standards with your line manager.

OTHER PEOPLE’S STANDARDS Everyone in the Museum has their personal list of standards and measures. You are encouraged to study the standards to which your colleagues are working, particularly where you need to co-operate with others, or depend on their support, to satisfy customers. This section shows you what people are trying to achieve across the Museum in relation to external customers. If you are interested in the personal standards of particular colleagues, or departments, please ask them to show you what they are trying to achieve — or ask your line manager to enquire for you.

The measures in bold italics must be used if they relate to your job. Many of them are Performance Indicators (PIs), required by the Department of Culture, Media and Sport. (The Museum’s Pls are shown in full in Appendix Three.) As for the other measures, each part of the Museum will decide their priorities, taking account of the advice given here and in Appendices One and Two.


PROMISE 1 — EXCELLENT CARE OF THE NATIONAL COLLECTIONS Our National Collections are pre-eminent. To ensure that people can enjoy them we will:

STANDARDS SUGGESTED MEASUREMENT METHODS NOTES

1.1 • Collect important items to illustrate the history and contemporary practice of rail transport

• Use PI 5 which requires that collecting policy objectives are met, including acquiring the desired proportion of objects dating from post-1965 and post-1975.

1.2 • Use the highest possible standards in caring for the Collections.

• Use PI 4 which requires assessing the proportion of objects stored and inventoried to the Museums & Galleries Commission’s standards.

1.3 • Open the Reserve Collections for customers to visit. Bookings details are available at the Information Desk, or telephone 01904 621261.

• Use the Visitor Book to record numbers of visitors — monthly summaries to be produced.

• Monitor satisfaction with a tailored version of the general satisfaction form.

1.4 • Maintain a database which provides complete records of what is held in the Collections and provides information on the history of the objects both before and after preservation

• Achieve a target of 700 records a month

• Use MDA Spectrum documentation standard to ensure the quality of the records

• Use MULTI-MIMSY to enter and maintain records of numbers of entries


PROMISE 2 — DISPLAYS AND EVENTS THAT ARE ACCURATE, STIMULATING AND ENJOYABLE We will share our knowledge with customers in ways that they find relevant and enlightening. We will:


2.1 • Ensure our displays and programmes of events meet the needs of their intended audience.

• Use simple evaluation methods. Three evaluations a year

2.2 • Display significant items which best illustrate the history and contemporary practice of rail transport, taking account of what interests people most.

• Use internal peer review: the Collections Review Committee, with reference to the Museum’s acquisition and disposal policy.

2.3 • Renew our displays regularly with a commitment to increasing interactivity.

• Use PI 11 to ensure that project plans are met.

• Use annual audit of renewal (compared with the Business Plan).

• Use appraisal system.

• Use NMSI-wide procedures and standards for project management and design, including ergonomics, conservation standards.

• Use PI 10, which monitors the ratio of actual to planned expenditure on projects.

• Use evaluation methods to assess the effectiveness of selected exhibits from the visitors’ point of view.



2.4 • Bring our Collections to life through special events and a daily programme of demonstrations and tours in which people can take part and through a changing programme of innovative exhibitions.

• Ensure that 96% of all displays are in working order at any point in time.

• Ensure that any exhibits are repaired within two hours, or tell customers when the repair will be completed.

• Use PI 7 which measures whether planned number of programmes and temporary exhibitions in the year were achieved.

• Use PI 8 which assesses planned standards of quality in permanent exhibitions

• Duty Manager to complete daily check-list of log of failed exhibits

• Maintenance Technicians to keep logs of failed exhibits with record of actions taken, time taken to repair and/or remove from display.

• Visitor Services Manager to audit

Customers must be informed, with an appropriate label as to the actions being taken.

Targets for exhibitions and events should include “enjoyment”, “relevance”, and “enlightenment”.

2.5 • Offer opportunities for business partnerships which improve the Museum’s displays and events for our customers and which help our business partners to achieve their objectives.

• Use one-to-one discussions with the partners to assess how far their objectives were met.

Establish the initial objectives of business partners and Museum policy-makers, agreeing the balance between these objectives.


PROMISE 3 — HIGH QUALITY EDUCATIONAL AND RESEARCH FACILITIES We will use world-class scholarship to discover all we can about the items in the Collections and about what helps people to understand science. We will:


3.1 • Research the Collections and find out what helps people to understand the world of railways.

• Use PI 6 which assesses the number of publications by staff in journals and books.

• Use the Institute of Railway Studies to peer review the quality of internal reports and published work; in accordance with the Research Policy.

3.2 • Share our knowledge by publishing and presenting the results of our research at conferences and through teaching.

• Use PI 6 which assesses the number of staff publications in journals and books by category.

• Use external evaluation to access impact.

3.3 • Answer enquiries clearly, accurately and in a way which meets customers’ needs. If we cannot give them an answer ourselves, we will say who we think can help.

• Use Records Management information to assess response time (within the five day promise, standard 5.3).

• Monitor satisfaction with a tailored version of the general satisfaction form. (See Appendix Two.)

3.4 • Acquire written material in our specialist areas. We welcome suggestions from anyone on what material we should acquire and will tell them what we do as a result.

• Keep record of the number of catalogued items each month.



3.5 • Support the national curriculum with printed material.

• Use the teachers’ advisory panels to assess the effectiveness of each new product.

3.6 • Offer teaching sessions for teachers which cover issues relevant to the national curriculum.

• Issue a tailored satisfaction questionnaire to all the participants in all sessions.

3.7 • Provide specialist services to meet the needs of people in research (including other museums), in education, in the media, in business, and grant application advice.

• Assess the satisfaction of a random sample of users by using a tailored version of the general satisfaction form or a specially designed questionnaire.


PROMISE 4 — UP-TO-DATE AND ACCURATE INFORMATION ABOUT THE MUSEUM We will provide customers with the information they need to make the most of the services we offer. We will:


4.1 • Ensure material is relevant and clear. • Use panels of customers (e.g. the teachers’ advisory panel) and interviews

• Use semi-structured snap-shot surveys

• Use internal assessors to ensure that written material satisfies the Plain English standards and the Museum’s design policy.

4.2 • Tell customers what services the Museum offers and advise them on how to get the best from them.

• Use panels of customers to monitor how people use our printed and multi-media material and to assess how effective they think it is.

4.3 • Use clear, informative and up-to-date signs and labels; contact names must be included.

• Price and label all products in the gift shop clearly and correctly.

• Ensure that items removed from display will wherever possible be replaced with another suitable artefact

• Ensure that all signs for Gallery closures, removal of services or objects, will state clearly why it has been removed and when the work will be completed.

• Line managers to check

• Use mystery shoppers and panels of customers, to monitor the effectiveness of signs and labels regularly.

• Staff to use daily check-list: interactives, objects removed from display, working objects, project updates, estates activities

• Visitor Services Manager to exercise overall control.



4.4 • Make sure that Museum plans, educational materials and leaflets about our events are always available and that accurate, up-to-date guides are offered to all customers on admission.

• Ensure that up-to-date information on the Museum visit is available in English.

• Monitor monthly sales figures for guidebook in comparison to number of paying admissions.

• Use teachers’ advisory panels to assess usefulness.

• Use mystery shoppers (and teachers) to gauge availability and accuracy.

Target 1 in 11

4.5 • Start events and performances and meetings on time.

• All major events to have de-briefing session with action points determined by customer and staff feedback

4.6 • Tell customers about any changes which might affect them.

• Monitor complaints, with Visitor Services Manager ensuring action.

Target: no complaints about lack of information.

4.7 • Ensure our staff are well-informed and helpful. • Ensure that policies on recruitment, induction and training are followed.

• Managers to monitor daily and use the appraisal system and evaluations of effectiveness of policies to assess medium to long-term impact on service.

• Use mystery shopper and ALVA survey

4.8 • Ensure all equipment is set up and working efficiently prior to all events.

• Provide a support service throughout all events to ensure that the quality of sound and visual presentations meets customers’ needs.

• Monitor by Events Team and maintenance staff, using appropriate check-list.


PROMISE 5 — A PROMPT AND HELPFUL RESPONSE TO ENQUIRIES Please ask if we can help with anything. We will always listen carefully and respond promptly and helpfully.


5.1 • Staff will give their name and do their best to help customers immediately, or agree a response time with them.

• Line managers to check

• Use mystery shoppers to check

5.2 • If customers telephone will answer quickly, usually within 6 rings and with a “smile in the voice”. If customers leave a message, we will return their call within the working day whenever we can. Our switchboard (01904 621261) is open between 08.30 and 17.30 Monday to Thursday and 08.30 to 17.00 on Fridays. At any other time (including bank holidays) calls are directed to our security staff.

• The 24 hour information service will be kept up-to-date.

• Staff aim to answer telephone calls within 6 rings.

• Staff to check personal logs of recorded messages and to try to return calls within the working day.

• Visitor Service Manager to check 24 hour information service at least once a week

Don’t forget to give a greeting, your department and your name.

5.3 • If a customer writes to us we will respond as soon as we can, normally within 5 working days, unless the customer says they need a faster response. Wherever possible we will respond in full. Where we cannot do so we will tell them when to expect a full reply. (This also applies to complaints.)

• Records Management to monitor, co-ordinate and provide bi-monthly reports to Management Team; everyone to adhere to written complaints procedure.

• Monitor customer satisfaction with a tailored version of the general satisfaction form.



5.4 • When working with customers we will be creative and flexible about developing new services and ideas which match their needs. We will set out all agreements between us and deliver what we promise.

• Monitor customer satisfaction with a tailored version of the general satisfaction form.

• Use one-to-one or group discussions to assess effectiveness and review performance with business partners.

5.5 • Any faulty or damaged goods purchased from the gift shop will be exchanged or refunded on production of a valid till receipt.

• Duty Managers to check customer satisfaction as part of refund process.

5.6 • We will not waste customers’ time. If we cannot help, we will tell them honestly and quickly.

• Monitor customer satisfaction through a random sample with a simple form — a tailored version of the general satisfaction form.


PROMISE 6 — A WARM AND COURTEOUS WELCOME Customers are welcome in the Museum. Staff are here to help. We will:


6.1 • Wear name badges so that customers can identify us easily.

• Use mystery shoppers and line managers to check.

6.2 • Do our best to understand customers’ needs and respond politely, quickly and effectively.

• Use mystery shoppers.

• Include additional questions on annual surveys.

• Use appraisal system.

6.3 • Meet customers promptly, if they have an appointment.

• Reception staff to keep track.

6.4 • Direct customers to a Duty Manager who is available whenever the Museum is open. All staff to help put customers in touch with the Duty Manager if requested.

• Use mystery shoppers to ask to see the Duty Manager and check response time.


PROMISE 7 — A SAFE, CLEAN AND COMFORTABLE MUSEUM We will ensure that the Museum is safe, clean and comfortable, meeting all official health and safety standards and exceeding them wherever we can:


7.1 • All areas of the Museum, particularly hands-on displays, will be safe and clean.

• All spillage and emergency cleaning requests will be dealt with within 10 minutes.

• All portering jobs will start and be completed within 30 minutes of the agreed time.

• All displays will be kept clean.

• Annual survey of customer satisfaction.

• Conservation section managers to check on daily basis.

• Visitor Services Manager to exercise overall control.

Target is 95% satisfaction with cleanliness of the museum.

7.2

• All new exhibition, building and maintenance work will meet appropriate legislation and guidelines of good practice. Including:

• all relevant British and European health and safety standards (e.g. CDM regulations)

• the Exhibit Hand-over Policy

• the Policy on Working in Public Areas

• Using regular inspections against appropriate checklist by contractors and in-house managers to ensure standards laid down and in-house work schedules are being met.

• Visitor Services Manager to review Duty Managers’ reports once a week.

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7.3 • There will always be a trained member of staff to deal with accidents and emergencies.

• Ensure people follow the Disaster Plan and the Museum’s Health and Safety Policy (monitored by line managers and the Health and Safety Adviser.)

• Museum Manager to check safety via a monthly audit of accident and incident reports.

• Maintain the competence of First Aiders by ensuring regular, accredited training.

• Cleaning Managers to monitor and ensure that all spills are cleared within 10 minutes.

7.4 • Lost children will be looked after safely. • Control Room staff to record incidents and actions taken.

It should go without saying that everyone must ensure lost children are reunited with their carers as quickly as possible without alarming either the child or the carers!

7.5 • If customers lose something in the Museum, we will do our best to contact them within 24 hours. (You can enquire by telephoning 01904 621261, at any time.)

• Keep log-books and audit twice a year comparing actual return times with target (48 hours).

7.6 • Our lavatories are inspected at least 3 times a day and cleaned regularly.

• Use logs to record scheduled inspections by cleaning supervisors.

• Duty Manager to make random checks.


7.7 • Our Catering facilities will offer a range of • Catering Managers to spot-check portion size, food


refreshments to suit a variety of tastes and will meet all legislative guidelines for health and safety.

and quality and range and café and kitchen environment daily.

• Catering Manager to spot-check temperature requirements daily (cold food less than 15°C, hot food greater than 63°C) and current HSE guidelines are followed for hygiene and cleanliness.

• Assess satisfaction of internal and external customers with qualitative research.

7.8 • Queues will be avoided wherever possible. If the Museum is very busy, we will tell customers how long they will have to wait.

• Use mystery shoppers to check that queues are no more than ten minutes for the cafe and shop and no more than fifteen minutes for admissions and that customers have been told why they have to wait.

• Line managers to monitor and take appropriate action.

• Visitor Services Manager to maintain overall records of dates, times, locations and length of queues.

7.9 • When improving our facilities, we will disturb customers as little as possible and explain what is happening.

• Duty Managers to check as part of daily duty routines.

Project managers will follow national standards and regulations as well as local policies to ensure minimal disruption.


PROMISE 8 — SERVICE TO ALL PARTS OF THE COMMUNITY We believe that the Museum should be accessible to everyone.


8.1 • Specific facilities for people with disabilities and special needs are clearly marked.

• Use York disability advisory panel to monitor.

8.2 • Virtually all the Museum, including the cafés and shops, is accessible to people in wheelchairs.

• Use York disability advisory panel to monitor.

8.3 • We train staff to understand special needs and to help.

• Follow training policy, assess evaluation forms (short-term and medium-term follow-ups).

• Use York disability advisory group to monitor in person.

8.4 • New developments will be planned with access for all in mind.

• Use York disability advisory panel to advise and monitor.

Please ring us for further information for people with disabilities on 01904 621261. We welcome comment from people with special needs and will use this feedback in improving our facilities.


PROMISE 9 — OPENING HOURS WHICH REFLECT CUSTOMERS’ NEEDS We aim to be open when most people need us:


9.1 • The Museum is open every day between 10.00 and 18.00, except on Christmas Eve, Christmas Day and Boxing Day.

• Use the panels of customers and further market research to assess customers’ expectations and satisfaction.

• Add questions to the annual quantitative surveys to assess satisfaction.

(These measures could also apply to the standards below.)

9.2 • A member of staff is available to respond to questions about the Collections between 09.00 and 18.00 Monday to Friday, except on public holidays. Please ring 01904 621261, or write to the National Railway Museum, Leeman Road, York, YO26 4XJ.

• Log the number of queries and monitor satisfaction with a tailored version of the general satisfaction form.

9.3 • Our Educational Bookings Office is open for enquiries on 01904 621261 between 09.00 and 17.15 Mondays to Thursdays and 09.00 to 16.30 on Fridays, except public holidays.

• Use a postal questionnaire to monitor satisfaction of a random sample of customers.

9.4 • The Library has a full service from 10.30 to 17.00 Monday to Fridays, by appointment, except on public holidays.

• Use a postal questionnaire to monitor satisfaction of a random sample of customers.

• Log the number of queries and monitor satisfaction with a tailored version of the general satisfaction form.


HOW WE CAN WORK WITH OUR CUSTOMERS TO INCREASE SATISFACTION We research our visitors’ reactions to displays and consult them in advance of new developments. We use this information in planning improvements.

For many years we have surveyed our customers annually to assess how satisfied they are. We will go on doing so. We have also started more specific surveys to check that customers feel we are keeping our promises. We use panels of users to enable people to comment in detail.

In addition we welcome suggestions for improving our services from all our customers. It is part of our job to listen to customers and use these comments. If customers have comments, or ideas, or are dissatisfied with our service, please encourage them to speak to you. Try to resolve the problem immediately but if the customer prefers, then find the Duty Manager. Alternatively if they wish then they can of course write or phone the Visitor Services Manager:

Claire Evans Visitor Services Manager National Railway Museum Leeman Road York YO26 4XJ

Telephone 01904 621261; Fax 01904 611112. E-mail: [email protected]

We will compensate customers for service failures, agreeing with them as quickly as possible (preferably there and then) the form of compensation which best meets their needs.

Please encourage customers to tell you what they think of the services we offer, keep a note of their suggestions and comments, and if the customer wishes then ask them to complete a Customer Comment Form (available at the Information Desks). If the customer would like to comment in writing on how well we are keeping our promises, the following people are interested in hearing from them:

• On Collections, Richard Gibbon and Dieter Hopkin

• On displays, events and education, Belinda Morris, Robert Gwynne and Julia Fielding

• On facilities for people with special needs, Claire Evans

• On research facilities, Colin Divall

• On the information we provide, our response to enquiries, friendliness and courtesy, the state of the Museum, opening hours and charges, and services to business, Graham Stratfold.


APPENDIX ONE — CUSTOMER MONITORING STRATEGY

AIM We make nine broad promises to our customers, which are shown on wallboards on our main entrances. Supporting these promises are specific service standards which we must meet in order to keep the promises. We can only know how we are doing if we measure how well the standards are being met.

The aim of this strategy is to ensure that we get the information we need to improve customer satisfaction cost-effectively. This monitoring strategy give the framework for assessing all the external service measures. They also set out the forms of assessment we use.

GENERAL APPROACH The Museum’s approach to improving satisfaction is based on knowing what our customers want from us, how satisfied they presently are with what we deliver and where we need to improve. This enables us to set standards which reflect customers’ needs and to innovate in line with customers’ priorities. For our standards and new developments to reflect customers’ requirements we must have accurate information, which is drawn directly from customers and not based on our own assumptions.

In general the monitoring tools and procedures should be as simple as possible without become so minimal as to be meaningless. Part of the simplicity needs to be the analysis and synthesis of data.

WAYS OF ASSESSING CUSTOMER SERVICE The principle ways of assessing how well we are meeting our customer service promises and standards are described below. Fuller descriptions, with examples, are given in Appendix Two.

INTERNAL ASSESSMENTS — USING OUR OWN PROFESSIONAL EXPERIENCE AND SKILLS We can use internal audits to:

• help us monitor how well departments are achieving the agreed standards

• assess competitors

• assess customers comments and complaints

• help us to respond to low levels of customer service.

Examples of methods used include the following:

• quarterly reviews and appraisals — meeting personal service objectives and maintaining Museum policies

• some of the NMSI Performance Indicators

• peer reviews — used to assess professional issues such as are we meeting conservation standards, or research credibility

• departmental check-lists, logs (including visitor books) and databases which should be analysed regularly and used to improve service.

This is not an exhaustive list but internal assessments can be used for any of the following:

• gift shop labelling

• clarity of café labelling and pricing

• availability of the reserve collection for public visits

Customer Service Handbook Appendix One June 2002 Page 1

• quality of research facilities

• provision of specialist services for researchers

• gift shop items clearly priced and labelled

• Museum plans, events leaflets are accurate and available

• Duty Manager always available

• assessment of menus and their variety

• curator availability to answer questions

• education bookings are dealt with within agreed time-scales.

CUSTOMERS’ VIEWS These either can be done by Museum staff or by contracting specialists to do the work for us.

We use customers views to:

• encourage our customers to tell us what they think of our services

• identify areas for improvement

• hear from customers how they think we should improve services

• provide a better understanding of customers’ needs and expectations

• get feedback from internal customers as well as external ones.

Examples of methods are:

• feedback forms like the Customer Comment Form which records customers’ comments, or general satisfaction forms which give broad-brush views of specific services

• snap-shot surveys or “evaluations”, which give us customers’ views of specific services — a very quick questionnaire and a couple of dozen customers

• customer panels (focus groups) such as the teachers’ advisory groups

• some of the NMSI Performance Indicators

• mystery shoppers — usually addresses the quality of services

• large scale quantitative research like the Robertson Bell Associates’ annual survey

• bench-marking surveys which compare the NRM’s service to similar organisations — the ALVA surveys.

As with the internal assessments this is not an exhaustive list but these direct customer assessments can be used to:

• show how well customers believe the broad promises are being met, such as a courteous and warm welcome

• evaluate new displays, exhibits and events

• assess the quality of educational facilities

• check whether charges are seen to be good value

• measure customers’ satisfaction with their visit to the stores

• check to see how complaints are being dealt with.

ANNUAL ASSESSMENT PLAN In general, each year, the Museum does the following:

• Large-scale quantitative survey

continuation of annual Robertson Bell Associates’ August survey


• Bench-marking

survey conducted three times a year

• Mystery shoppers

one survey a year

• Customer panels

four to eight teacher sessions

• Evaluations

three evaluations are prepared each year of either new exhibitions, new events or new exhibits

• Internal assessments

frequency determined by departments

FUTURE PLANS We recognise the need to develop further methods to assess the effectiveness of our customer service. This will take time but much is already in place. Over the next five years we intend to improve by means of the following mechanisms.

With no additional cost to the Museum we can:

• instigate a series of reciprocal peer reviews with staff from comparable institutions

• run annual internal user groups

• develop more logging systems to keep track of the delivery of customer service standards using the Museum’s standard computer package which included a spreadsheet facility (Excel).

Small investments could provide the following:

• software that guides staff in developing questionnaires, analyses data and produces reports (c.£300 each)

Larger investments could provide the following:

• the development of touch-screen operated computer surveys with in-built tallying and report facility — a system of this type already exists at the Science Museum. This will require initial capital investment but will minimise ongoing assessment and synthesis costs but it will be more cost effective over the long term (c.£2,000)

• the development of a more extensive range of customer panels (see Appendix Two)


APPENDIX TWO — EXAMPLES OF MONITORING METHODS This Appendix contains examples of a range of monitoring methods. They are intended to give you some ideas for the sorts of things you can do to keep a check on how well we are meeting customer service standards. Some of the examples show actual questionnaires, other describe the purpose of the method.

The surveys that have been given are not in their final format. For external customers it is recommended that any written self-completion surveys be produced on high quality white paper, that postage is always covered if they are intended for completion away from the Museum, and that they be as personalised as possible (this should include a signature from say the Head of Museum).

Examples have been given of:

• the Customer Comment Form

• a general satisfaction form which you can use to assess the general satisfaction of your customers

• a general feedback form

• an example of a more detailed questionnaire (from the Science Museum Library which you can tailor to suit your needs but is intended to give you and idea of how questions can be asked)

• an agenda for an internal customer panel

• the purpose and range of customer panels

• the purpose of mystery shopping

• the purpose of an annual survey

• the purpose of bench-marking.

Su Matthewman can give you advice on developing things like questionnaires. Before using any questionnaire with your customers please contact Su who will ensure that it meets the Museum’s standards.

Customer Service Handbook Appendix Two June 2002 Page 1

EXAMPLE 1 — CUSTOMER CHARTER LEAFLET Provides the following:

• visitor assessments of the Museum’s performance in relation to the ten broad promises

• individual comments, suggestions and criticisms of the Museum

• encouragement for feedback from visitors.

A copy of the Leaflet can be found at the information points.

EXAMPLE 2 — A GENERAL SATISFACTION FORM Dear Enquirer

We want to give you a good service. Please help us to do this by completing this short questionnaire.

How satisfied were you with the service you received? Please tick the box that best fits your view. If you have comments to support this view please jot them down for us.

very satisfactory

satisfactory unsatisfactory very unsatisfactory

neither

The time it took

Politeness

Helpfulness

Usefulness

Overall

Thank you for your help.

We will use your ideas and comments when considering how to improve our service. If you would like to know what action we plan to take please contact me (*****).

EXAMPLE 3 — SPECIFIC FEEDBACK FORMS Departments will need to develop their own immediate feedback forms that are designed to assess the service received. The key questions are:

• Was the service as you expected?

• If not, where did we let you down (please mention issues such as liaison, the information we provided to keep you informed, our attitude, time taken and deadlines, cost, quality of response)?


EXAMPLE 4 — A SELF-COMPLETION QUESTIONNAIRE FOR CUSTOMERS OF THE SCIENCE MUSEUM’S LIBRARY We would like to know your views on the service you received from the Science and Technology Studies area of the library. Please complete the questions below — it should take only a few minutes — and return it to us by putting it into the basket on the Science and Technology Studies desk. Your response will help us to see where we can make improvements to our service. Thank you.

1 What was the purpose of your visit?

2 Did you ask staff for help? θ yes θ no If no, please go to question 3. If yes, what sort of help did you need: θ how to use the library? θ how to find specific information? θ other, please specify

Did you feel you had to wait too long? θ yes θ no If yes, what would have been an acceptable time? .....mins Please rate the service you received in terms of its helpfulness and courtesy: θ very unhelpful θ very discourteous θ unhelpful θ discourteous θ neither unhelpful nor helpful θ neither discourteous nor courteous θ helpful θ courteous θ very helpful θ very courteous

3 Did you use the books and/or periodicals in the Science and Technology Studies area? θ yes θ no If no, please go to question 4. If yes, was the arrangement easy to use? θ yes θ no If no, what should we do to make it easier?

4 Did you use the coin operated photocopy machine? θ yes θ no If no, please go to question 5. If yes, was the machine easy to use θ yes θ no If no, how could we improve it? Were the copies of a suitable quality? θ yes θ no If no, please explain. Did you ask staff for help? θ yes θ no If yes, please rate the service you received in terms of its helpfulness and courtesy: θ very unhelpful θ very discourteous θ unhelpful θ discourteous θ neither unhelpful nor helpful θ neither discourteous nor courteous θ helpful θ courteous θ very helpful θ very courteous

Please tell us of any areas of this service where you felt dissatisfied, or disappointed.

5 Did you request material from closed access? θ yes θ no

If no, please go to question 6. If yes, did you receive the items? θ yes θ no


If no, did we explain why? θ yes θ no Was this acceptable? θ yes θ no If no, please explain If you did receive items from the stores did you feel you had to wait too long? θ yes θ no If yes, what would have been an acceptable time? .....mins Please rate the service you received in terms of its helpfulness and courtesy: θ very unhelpful θ very discourteous θ unhelpful θ discourteous θ neither unhelpful nor helpful θ neither discourteous nor courteous θ helpful θ courteous θ very helpful θ very courteous

Please tell us of any areas of this service where you felt dissatisfied, or disappointed.

6 Please tell us your views of the general facilities on level 3:

very unsatisfactory

unsatisfactory neither satisfactory very satisfactory

Furniture

Lighting

Temperature

Noise level

Toilets 7 In general terms please rate your satisfaction with the service you received:

θ very dissatisfied θ dissatisfied θ neither dissatisfied not satisfied θ satisfied θ very satisfied

8 Please add any further comments or suggestions for the service

9 Which of these describes you best (please tick as many as apply): θ I am an academic θ I have a specialist interest in the subject θ I am a student θ I have a general interest in the area θ I am at Imperial College θ I work in the Science Museum θ I am a teacher θ I am from another museum θ I am at school θ I work in the media θ I am from another library θ I have a commercial interest in the subject

Thank you for you help. Pauline Dingley, Head of the Science Museum Library

EXAMPLE 5 — INTERNAL CUSTOMER PANELS This method was used when the customer service standards were being reviewed and involved group discussions with internal customers. The method can also be used as a monitoring tool.


About six representatives from internal customer groups are invited to attend a short meeting, of up to half an hour, to discuss the service they have received over the previous year. A general protocol is developed in advance and a facilitator leads the meeting.

The general discussion could follow the protocol suggested below:

3–5 min. set the scene: • why this is happening • the intended end result • why you want their views

10–20 min.

Probe their views using the following starting questions: • what do you use the service for? • how often? • does it meet your needs? • what do you expect from the service? • are your expectations met? • If yes, then where and how? Were they exceeded? Where and how? • If not met, why not? What problems/difficulties have they had? How could the problems be solved?

3–5 min. • summarise the main points, check you have a good understanding of their views

This sort of group can also be used for front-of-house staff so that they can share their observations about customers’ use of services and issues that need to be addressed.

Similar ‘meetings’ could be considered for external customers but there are cost implications.

EXAMPLE 6 — CUSTOMER PANELS The aim of these panels is to provide qualitative information from visitors and other users about the Museum’s present and potential services and activities. They do this by:

• assessing the services offered to customers

• assessing potential changes to services

• assessing whether the Museum is meeting the expectations of customers

• providing information to assist staff in decision making.

The panels would comprise of eight to ten individuals who represent the views of segments of the Museum’s total audience. A wide range of customer groups can be represented by these panels:

• regular family visitors; other regular visitors; corporate customers; infrequent family visitors; non-visitors, or lapsed visitors; enthusiasts; senior citizens; teachers; and children from the age of five in age-grouped panels.

In general the panels would be run as focus groups. This would require a moderator, an appropriate setting (preferably outside the Museum), stimulus material (as and when appropriate), refreshments and some form of remuneration for the participants. In most cases the sessions will either have to be in the evenings or at weekends. For the children’s groups provision would need to be made for parents to accompany the under 16s and for day-time sessions.


EXAMPLE 7 — MYSTERY SHOPPER RESEARCH This is conducted to establish customer satisfaction with specific aspects and standards of service:

• promptness and accuracy of responses to enquiries and whether staff are giving their names

• wearing name badges

• safety, comfort and cleanliness of public areas

• queuing times and explanations for the need to queue

• customer satisfaction

• satisfaction with complaint handling

• customers’ views of clarity and usefulness of leaflets e.g. Events leaflets, Customer Charter Leaflet.

EXAMPLE 8 — QUANTITATIVE RESEARCH Our main survey is conducted annually every August by Robertson Bell Associates. The research surveys a broad cross-section of the Museum’s visitors. It covers use of the Museum and overall perceptions of satisfaction, service, value for money.

• overall assessment of the displays

• quality of signs, floorplans (ease of finding way round)

• general helpfulness of staff

• satisfaction with catering facilities

• suitability of opening hours

• attitudes to value for money.

EXAMPLE 9 — BENCH-MARKING The Museum benchmarks its standards of service against the leisure industry’s leading visitor attractions, through the Association of Leading Visitor Attractions (ALVA). There are four main reasons for being involved:

• to identify best practice in customer service and to find out what we can learn from the market leaders in the leisure industry to enable us to improve

• to determine whether the standards we set are challenging and above average

• to help establish that our key user standards set specific levels of performance

• to help inform the Museum by a system of independent assessment of the value for money and customer satisfaction

The surveys look at:

• safety, comfort and cleanliness of public areas

• general helpfulness and knowledge of staff

• satisfaction with visitor services

• quality of signs and information provision

• general level of satisfaction.


APPENDIX THREE — PERFORMANCE INDICATORS The Performance (Pls) help us assess our performance against the core objectives (see Section Two). These are statistics we provide annually, to the Department of Culture, Media and Sport. They are used across the NMSI.

CUSTOMERS “EXCEED OUR VARIOUS PUBLICS’ EXPECTATIONS IN ALL WE DO”

PI I Number of users of Museum, by category.

PI 2 Number of visitor-minutes invested in Museum.

PI 3 Meet Customer Service promises.

PI 4 Proportion of objects stored and inventoried to the Museums & Galleries Commission’s standards.

PI 5 Meet Acquisition Policy objectives (including proportion of acquired objects dating from post-1965 and post-1975.

PI 6 Number of staff publications in journals and books by category.

COMMUNICATIONS “INTERPRET THOSE COLLECTIONS AND ENGAGE THE PUBLIC IN CONTEMPORARY ISSUES OF SCIENCE, MEDICINE, TECHNOLOGY AND INDUSTRY”

PI 7 Achieve planned number of programmes and temporary exhibitions in year.

PI 8 Meet planned standards of quality in permanent and temporary displays.

RESOURCES MANAGE OUR RESOURCES AND OPTIMISE INCOME TO SUPPORT THOSE ACTIVITIES”

PI 9 Ratio of actual to planned current income excluding sponsorship.

PI 10 Ratio of actual to planned expenditure.

PI 11 Meet critical path objectives.

In the case of the NRM this refers to our bigger, longer-term projects, i.e.:

• Delivering The Works to time and budget, and

• Moving forward with realising the aspirations of the Site Development Plan.

Our performance against each indicator is incorporated in the Corporate Plan, which constitutes the National Museum of Science and Industry’s bid for the Government for Grant-in-Aid and is one of our main management and planning documents.

Customer Service Handbook Appendix Three June 2002 Page 1

APPENDIX FOUR — CUSTOMER COMMENTS AND COMPLAINTS POLICY AND PROCEDURE

CUSTOMER COMMENTS AND COMPLAINTS POLICY

AIM OF THE COMPLAINTS POLICY The Museum is committed to exceeding our various publics’ expectations in all that we do. While wishing to provide the highest possible standards of service, we acknowledge that things might go wrong for individual customers. When this happens we aim to:

• Encourage dissatisfied customers to complain

• Resolve the problem quickly, effectively and to the customer’s satisfaction.

• Learn from the complaint, so improving service for the future.

The emphasis must be on solving customers’ problems rather than on ‘sticking to the rules’.

With these aims in mind our Customer Comment Form states that we welcome suggestions for improving our services. It also offers dissatisfied customers a choice as to how they can complain. We will encourage them to speak to any member of staff, who will try immediately to resolve the problem. Alternatively, if the customer prefers, they can speak or write to the Visitor Services Manager.

This statement demonstrates that we are all responsible for ensuring that dissatisfied customers express their views and that their problems are resolved to their satisfaction.

The policy sets out the guidelines to staff for handling complaints. The Museum has developed procedures for handling complaints, in line with this policy and the needs of customers.

Copies of the work group procedure for handling complaints for external and internal customers, is set out in the Customer Service Handbook, together with a statement indicating:

• How complaints can be made.

• How they will be handled.

Every member of staff will have a personal copy of the Museum’s Customer Service Handbook.

DEFINITIONS The Museum regards a complaint as:

• Any expression of dissatisfaction about the Museum and its services, whether made formally or informally.

Customers are free to decide how they can complain. This might be:

• In person. • By fax.

• By telephone. • By the Internet.

• By letter.

Customer Service Handbook Appendix Four June 2002 Page 1

RESPONSIBILITIES Everyone is responsible for addressing a complaint as soon as it is made.

Each department has designated certain people to deal with complaints so that the standards set by the Museum are met. Their names are given in the Comments and Complaints Procedure.

STANDARDS The Museum aims to resolve any complaint as quickly as possible.

The target times for handling complaints are given below.

COMPLAINTS MADE IN PERSON OR BY TELEPHONE These should be resolved immediately by the person to whom the customer is speaking. If this is not possible, a time-scale should be agreed with the customer.

COMPLAINTS MADE IN WRITING If a telephone number is given, or can be obtained (e.g. by previous correspondence or Directory Enquiries), the customer should be telephoned within 24 hours.

If no telephone number is available, then a complete written response, or an acknowledgement of the complaint, should be posted within 24 hours.

Whenever a full response cannot be given, the customer must be told when they can expect one. (If at any point this deadline is likely to be exceeded the customer should be given an explanation.)

The response should:

• Express regret that the customer is dissatisfied and thank them for raising the matter.

• Answer the point(s) of concern clearly and courteously.

• Be factually accurate.

• Avoid jargon.

• Be signed by the person responsible.

• Contain a contact telephone number.

• Invite the customer to contact us again if they are not satisfied with the response.

PUBLICISING THE COMPLAINTS PROCEDURE We need feedback from customers to help us understand their needs and priorities and so help us improve our service. We must, therefore, publicise the complaints procedure widely which is done through the Customer Comment Form.

GENERAL PROCEDURE FOR HANDLING A COMPLAINT Three questions will help you to meet our aim to quickly and efficiently resolve complaints:

• Can I settle the issue immediately?

• If not, can someone else settle the complaint immediately?

• If further information or investigation is required how long is it likely to take?

Depending on the answer to these questions, you should then:

• Deal with it yourself if you can.


• Pass it on immediately to the most suitable colleague.

• Give the customer the time-scale for a full response together with your name and how you can be contacted.

If the most suitable member of staff is not available, then you should bring it to their attention as soon as possible, telling them that it is a complaint, and how quickly a response is expected. Acknowledging complaints is essential and departments have procedures for doing so.

TRAINING Training is the responsibility of all managers. Everyone will be trained in implementing this policy and are given written advice on how to handle complaints within their own Customer Service Handbook. New staff are introduced to the procedure during their induction period.

REDRESS The aim is to agree the form of compensation which best meets the customer’s needs. The Customer Comment Form asks external customers to speak to the Visitor Services Manager. Any internal customers seeking redress should contact the head of the relevant department.

QUALITY CONTROL The Museum uses the information contained in complaints to improve service.

Records Management therefore record and collate all complaints and they have procedures for:

• Recording complaints, including informal complaints.

• Recording the outcome of complaints.

• Collating complaints within the Museum.

• Analysing the collated results.

REVIEWS

INTERNAL Each department has appointed people who regularly meet to discuss feedback from customers, including complaints. These meetings make sure that complaints are settled fairly, that frequent complaints and significant issues are identified, and that action is taken to improve customer service. A monthly report is provided and circulated to help people to see where improvement can be made. We want to learn from issues raised by our customers and use this information to improve satisfaction.

EXTERNAL An annual audit will be provided by the business development group of the local York Training and Enterprise Council.


COMMENTS AND COMPLAINTS PROCEDURE This Procedure explains how to put the customer Comments and Complaints Policy into practice. It deals with comments and complaints made by letter, fax, Internet, Customer Comment Forms and those made in person and by telephone.

COMMENTS AND COMPLAINTS BY TELEPHONE OR IN PERSON 1 In line with the Customer Comments and Complaints Policy, these should be dealt with

immediately (and don’t forget to give your name and contact number).

2 If this cannot be done, a time-scale for response should be agreed with the customer.

3 The person dealing with the complaint then needs to put the complaint in writing and forward it to Records Management.

4 Records Management note the details and forward to the appropriate person.

5 When the complaint has been dealt with successfully the complaint and the solution must be noted down and sent to Records Management.

COMMENTS AND COMPLAINTS BY LETTER, FAX, INTERNET AND CUSTOMER CHARTER LEAFLET FORMS On receiving a complaint in any of the above forms you must:

1 Send it immediately to the Records Manager in the internal mail or deliver it in person.

2 Records Management will then create a file logging the complaint. This individual number will log the year, followed by the file (602 — Complaints, criticisms and suggestions) followed by the category of complaint and then a number. For example:

1998 / 602 / category / 01

The categories will be grouped according to the ten customer promises:

1 Excellent care for the National Collections

e.g., comments and complaints relating to the 2D and 3D collections

2 Displays and events that are accurate, stimulating and enjoyable

e.g., most issues concerning exhibitions and events

3 High quality educational and research facilities

4 Up-to-date information about the Museum

5 A prompt and helpful response to enquiries

6 A warm and courteous welcome

7 A safe, clean and comfortable Museum

8 Service to all parts of the community

9 Opening hours which reflect your needs

3 Records Management will then complete a booking out card logging the complaint number and who it has been sent to and when it is due back.

4 Records Management will send the complaint to the appropriate managers — having checked that they are not on leave — who will then respond to the comment or complaint. For example:


Subject area — Reply from — Supporting manager —

2D Collections Dieter Hopkin, or Ed Bartholomew, or Beverley Cole

Dieter Hopkin

3D Collections Helen Ashby, or David Wright, or Ray Towell, or Richard Gibbon

Richard Gibbon

AV Eddie Affleck Belinda Morris

Car parking Claire Evans Graham Stratfold

Catering Chris Holder Graham Stratfold

Corporate events Jacqueline Gill Graham Stratfold

Education David Mosley (includes Magician’s Road)

Julia Fielding

Exhibitions Russell Hollowood Belinda Morris

Finance Joan Murphy Chris Allender

Health and safety Chris Allender

Library Phil Atkins Dieter Hopkin

Public events Bob Gwynne Belinda Morris

Recruitment Joan Murphy Chris Allender

Road Train Claire Evans Graham Stratfold

Staff Attitude Claire Evans (unless specific to a certain area of the Museum)

Graham Stratfold

5 As soon as the member of staff in the department receives a complaint from Records Management it must be dealt with within five days. This should be a full response. More time should only be given if the query needs multiple responses or a crucial member of staff is away from the Museum. In these cases an acknowledgement card will be immediately posted to the customer. The card will inform them that the complaint has been received, who is dealing with it and when they should expect a reply by.

6 The full response must be sent directly to the customer and a copy of the response with the complaint sent back to Records Management in the file.

7 When the file is returned to Records Management the booking out card is completed to show the file has returned and the complaint then filed.

8 Records Management will produce monthly reports on the number of complaints, compliments and comments in each category which will be presented to the Management Team.

9 The departmental representative who deal with complaints will identify significant issues at quarterly meetings and recommend what action can be taken to improve customer service.


APPENDIX FIVE — SERVICE IMPROVEMENTS Much has been achieved over the last few years. Here are some examples grouped by the promises they address (many of the improvements address more than one promise so we have grouped them according to the promise where they have greatest impact).

Please continue to encourage customers to comment on our services (and those of suppliers) through the Customer Comment Form. Their thoughts do help in meeting the Museum’s objective of continuously improving the quality of the services we offer.

EXCELLENT CARE FOR THE NATIONAL COLLECTIONS Opening the stores more regularly to visitors (by appointment)

Gradually training staff in the new Collections system, Multi-MIMSY

Improving CCTV coverage

Developing the volunteer programme, including their help in re-housing the photographic collections

Improving the storage of photographic material

Improving the storage for smaller artefacts

Planning a new store and workshop for care of the Museum’s collections

Improving the loan procedures

Relocating 3D collections staff to a central office

Centralising of “registry” activities and files

Issuing a policy on the use of registry

DISPLAYS AND EVENTS THAT ARE ACCURATE, STIMULATING AND ENJOYABLE Introducing Warder tours for visitors

Establishing a team of Explainers

Providing an Explainer-run demonstration programme (7 days a week)

Bringing to life major working exhibits which have not been working for years

Improving the response time to reported faults

Introducing a logging system for the maintenance of interactives and audio-visual displays

Developing a effective system of reporting maintenance issues and improving response times

Increasing the number and types of family events, with a particular increase in activities for very young children

Introducing Science Nights

Developing programmes of events for National Science Week

Ensuring visitor needs are met by commissioning evaluations of particular exhibitions and events

Introducing Project Meetings to monitor work across the Museum.

Developing procedures and setting standards for Project Management and Design

Providing new displays which have been designed specifically for our public’s needs, both physical and intellectual

Providing improved facilities, and exhibits for specific age groups and interest groups

Appointing designated interactive exhibit maintenance staff

Customer Service Handbook Appendix Five June 2002 Page 1

Investing in new displays, including a successful application for Heritage Lottery Fund grant for a new wing to the Museum

Rebuilding the Museum’s miniature railway in the re-landscaped South Yard

Developing railway-related Christmas events

Opening the Aldek for visitors to see the Museum’s conservation work in progress

Providing a wider range of public events to meet a wide range of audiences and their expectations

Having more interactives — all new exhibitions include elements of interactivity

Setting clear audience targets and interpretative messages that relate to the audience for all new exhibitions and events

Improving the range of interpretation for Thomas the Tank Engine events

Establishing “play-train” activities for children as a more rewarding experience compared to previous activities

Providing exhibitions that appeal to a wide range of customers: e.g. Toys & Trains, Moving things — the Mail, Worth a 1000 words

Developing a customer-focused events policy

Appointing a Programmes Development Manager to provide an vastly extended range of public events

Developing new AV programmes

Installing new PA systems for the turntable and Ellerman Lines demonstrations

Building a new operating platform

Adding sound cones to the display of the Royal Trains

Making greater use of external designers to improve the range and quality of design

HIGH QUALITY EDUCATIONAL AND RESEARCH FACILITIES More extensive use of the Science and Society Picture Library, so improving library and photographic services to external customers and services to internal clients

Enhancing of the Library Reading Room

Providing better access to the photographic and archive collections

Establishing and developing the Institute of Railway Studies in liaison with the University of York

Developing a series of ‘working papers’ for the publication of scholarly work related to railways

Drafting a new education policy

Providing new education packs, developed by teachers for teachers — including GNVQ in Tourism and Leisure and Literacy package for primary schools

Establishing advisory panels (primary science, primary humanities, secondary science, secondary humanities) to provide regular feedback from teachers on all aspects of the Education Unit’s work

Using the Explainer Team as an informal education resource

UP-TO-DATE INFORMATION ABOUT THE MUSEUM Introducing an audit systems for ensuring performance meets targets

Using a standard replacement label to explain why objects have been removed from cases (for conservation, photography, loan etc.)

Helping visitors to get more out of their visit, by increasing the Guidebook sale ratio from 1 in 27 to 1 in 11 between 1993–1996.

Improving service, reducing queuing times and enhancing the Museum’s image by providing clearer signs, better information services, more sales points. Better queue management.


Producing a What’s On leaflet

Telling visitors what is on, when and where, through daily timetables

Better sign-posting of events

Organising regular updates/presentations for staff

Initiating monthly staff meetings that are open to all

Improving the team briefing system

Improving directional signs

Installing a new PA system in the South Hall

Starting the What’s On planning earlier

Producing a business plan that outlines the Museum’s activities for the coming year to staff and trustees

Providing 24 hour information telephone lines

A PROMPT AND HELPFUL RESPONSE TO ENQUIRIES Providing the weekly services of a computer technician to improve IT repair and fault finding services to staff

Implementing a BACS transfer facilities for faster client payment

Producing pre-printed postcards to speed up the response to enquiries

Implementing a duty Curator system for weekdays to improve availability of Curators to answer enquiries, with a move now towards extending the system to include weekends.

Providing all staff with access to IT equipment

Investigating the provision of a local network server (to be installed in 1998–99)

Providing dedicated “operation” staff to provide individual customer service for every corporate or hire event

Speeding up transaction times, improving the choice of payment methods, reducing queuing and improving management information by introducing a new Admissions and Retail system, with a new swipe card system, taking ‘switch’ and most major credit cards

Improving communication and response times through better use of voice-mail, faxes and E-mail

Responding to design enquiries from colleagues within a week of their initial request.

Extending the use of two-way pagers to front-of-house staff

Developing a new web site

Reducing the time to respond to enquiries to five days. (In some cases this may be an initial response, rather than a full answer.)

A WARM AND COURTEOUS WELCOME Establishing a Front-of-House Code of Practice, which sets guidelines for staff dealing with the public

Offering more staff training — increased awareness of the training on front-of-house issues for all staff

Increasing the wearing of name badges

Increasing the range of training, especially in meeting the needs of all customers and those with special needs

Encouraging staff to use their language skills and keeping track of who can speak which languages

Encouraging all staff to deal with customer complaints and giving them the authority to act without reference to their managers


A SAFE, CLEAN AND COMFORTABLE MUSEUM Improving service to children and families by opening picnic area and developing family oriented events and exhibitions

Introducing a shunting policy

Introducing drinks machines

Providing new first aid room

Opening the doors of the museum early if the weather is inclement and visitors are waiting to get in

Developing and testing new fire/evacuation procedures

Improving public area CCTV surveillance

Developing a policy for work being conducted in public areas

Improving the logistic arrangements for big events including the hiring of additional lavatories

Enforcing the use of CDM regulations for exhibition work

Improving fire exit signs

Including more services within the BMS

Providing lockers for visitors

Training more staff as first aiders

SERVICE TO ALL PARTS OF THE COMMUNITY Involving Curators with the PR team to help raise the profile of the Museum

Providing more professional services through increasing specialisation and introducing new functions Corporate Events, Commercial Director, sponsorship

Developing a corporate brochure

Improving Corporate Events by offering more services and developing a team to meet the customers needs and by improving the conference facilities

Improving retail facilities — refurbishing the shop and offering wider choice to more customers

Training staff to offer more services — Welcome Host, Welcome Host International, Welcome All and Welcome Line

Increasing outreach activities e.g. Explainers working off-site as part of a touring interactive shows

Ensuring that the needs of people with disabilities are met e.g. by using access consultants when planning exhibitions and refurbishments

Developing and implementing the accessibility policy and setting ergonomic standards for our exhibition

Developing the South Yard as an additional, outdoor service with landscaped play areas and a themed miniature railway ride

Providing cycle racks

Building a lift to the balcony galleries in the great hall

Installing automatic doors at the entrances

Developing of Please Touch evenings for people with special needs

Improving catering by opening a new 160 seat café in the South Hall, so providing better access, range of services and food

OPENING HOURS WHICH REFLECT YOUR NEEDS Offering tours, usually during holiday periods and evenings

Extending opening hours and introducing a free period


OFFER VALUE FOR MONEY Enhancing the quality of entertainment, by offering clients lists of good entertainment companies

Offering clients additional service e.g. Museum actors, special tours, and total event management

Improving accountability and encouraging service improvements by producing a bi-monthly reports, showing customer feedback from the Customer Comment Form and letters to the Visitor Services Manager, the percentage of Visitor Services Manager actions reported that have been implemented and the percentage of working exhibits that are functioning

Improving efficiency and value for money by business partnerships which cut the cost of service improvements to the Museum dramatically e.g. the Museum restaurant was totally funded by Milburn’s Restaurants

Maintaining a visitor satisfaction level of 98%, as measured by RBA research

OTHER GENERAL IMPROVEMENTS Developing a new corporate identity

Instigating an annual staff trip to visit a similar organisation and talk to their staff and customers

Preparing for an Investors in People assessment

Providing staff with a 37% discount in restaurant

Improving staff parking

Investing more in the provision of better staff accommodation

Developing an annual staff training plan based on needs relating directly to personal objectives

Initiating a staff suggestion scheme


National Railway Museum Customer Service Handbook

Documents

Transcript of National Railway Museum Customer Service Handbook