With Interactive Customer Evaluation, customers have a voice

  • Published
  • By David Bedard
  • JBER PAO
JOINT BASE ELMENDORF-RICHARDSON, Alaska --  At the bottom of Web pages belonging to departments and agencies on Joint Base Elmendorf-Richardson, are Interactive Customer Evaluation banners, guiding users to an interactive comment card. Filling out a card allows the customer to rate a service while also having the opportunity to offer recommendations for improvement.

Shaydi DeJesus, JBER customer service officer, said ICE provides a link between customers and managers of the agencies and services they use every day.

"Interactive Customer Evaluation is a Department of Defense-wide online Web-based tool that allows you to quickly and efficiently submit comments and directly interact with the management," DeJesus said.
 
"This is a product that you can use worldwide at various installations and this is something that is supported heavily by the command here at Joint Base Elmendorf-Richardson."

DeJesus said before the JBER merger, ICE was used primarily by Army agencies, with the exception of the Joint Venture DoD/VA Hospital and certain 673d Force Support Squadron functions.

Barbara Ringland, chief of JBER Air Force Smart Operations for the 21st Century and the Customer Management Services program, said she relishes expanding the reach of ICE to the installation's Air Force agencies and customers.

"I was thrilled we were able to carry over the program to JBER as an Army best practice and I'm proud we were able to successfully integrate it into our joint base community," she said. "ICE is for everyone, from Airmen to Soldiers, to their families, civilians, contractors and retirees."

DeJesus explained the routing of an ICE comment and said the the process ensures customers' concerns are addressed by managers and JBER leadership.

The process is initiated when a customer submits an ICE 
comment online.

An email is instantly sent to the supervisor of that service who can provide guidance. If the customer requests a response, the manager has 72 business hours to reply.

If the comment can be addressed at the manager's level, then the agency takes the appropriate steps. If the comment cannot be addressed at the manager's level, it is elevated to the next level.

If the comment is a good recommendation but requires funding or other resource allocations, then it is sent higher in the chain of command for discussion.

Focus groups can be used to further determine a need for a change, providing customers with more detailed input into the implementation process.

The issues are then sent to 673d Air Base Wing command for final determination to be completed, deemed unattainable or kept open as active.

If there are concerns which can't be addressed locally, issues are sent to the Pentagon through the installation's Joint Army Family Action Plan.

The process may sound complicated, DeJesus said, the level at which a comment can be addressed depends on the issue's requirements.

Many comments can be handled within days or weeks while issues with greater sophistication need to be handled at higher levels.

DeJesus said the program is effective because it prevents the "runaround" where customers are passed from department to department before they reach a decision maker. She said managers are strictly held to the 72-hour response time.

"That allows you to receive feedback very promptly," she said. "It also allows you to interact directly with the management."

She said more than 1,800 JBER ICE comments were submitted first quarter of fiscal year 2011, with a 90 percent satisfaction rate.

She said the volume of comments is important because they can identify trends which need to be addressed.

"The more that we see customers using ICE, the better it is for us to gauge," DeJesus said. "Because perhaps you have one or two comments in certain areas.

But, if we have a hundred people commenting on something, then we're really seeing that trend."

DeJesus said when it comes to ICE comment results, she is especially proud of the reconstruction of Hoonah Avenue at Ursa Major and Ursa Minor elementary schools.

She said an ICE comment was submitted to the former Fort Richardson Safety Office concerning traffic congestion and safety concerns at Ursa Major.

A family member focus group was convened to obtain more information and recommendations from those who were impacted.

The group's initial recommendation was the Anchorage School District, parents and the installation commander develop an updated procedure for drop-off and pick-up at the school.

"When the recommendation was received by the commander, they implemented a resolution that was ten times better than what they had asked for," DeJesus said.

Through collaboration with several departments including Safety, Emergency Services and Public Works, the command approved a plan to reroute traffic around Ursa Major and Ursa Minor by converting Hoonah Avenue into a one-way road with parallel parking from the Child Development Center to the school.

"I absolutely love this project," DeJesus mused. "It shows that a simple ICE comment and constructive feedback from individuals can result in significant change to better the community.

Who would have thought that an initial suggestion of changing drop-off procedures would give us a one-way street protecting our children."
Ringland agreed.

"At the end of my e-mail messages, you will see 'Always make it better' followed by an ICE link," she said.
 
"The link is there, because I care about making it better and I truly believe ICE is invaluable tool for the entire JBER community."

"Whatever your concern is, we will ensure it is addressed," Ringland promised.
 
"In our quest to 'Always make it better,' it is imperative to truly listen to the voice of the customer and ICE is the perfect forum to capture your voice."