PRCS Customer Service Handbook

Loudoun County Department of Parks, Recreation and Community Services

January 2025

CONNECTING ALL COMMUNITIES THROUGH EXCEPTIONAL PEOPLE PARKS AND PROGRAMS

TABLE OF CONTENTS

PRCS Service Standards.................................................................................................. Welcome ............................................................................................................................

4 5

Service Success Best Practices

6 7 8 9

E. Internal Customer Service Support............................................................. A. Exceptional Service........................................................................................ B. Exceptional Experiences............................................................................... C. Customer Touchpoints.................................................................................. D. Going Above and Beyond............................................................................. G. Service Recovery ......................................................................................... F. Internal Customer Service Communication ............................................

10 11 12 13 14 15 16 17

Communication

A. Channels of Communication ..................................................................... B. Non-Verbal and First Impressions ........................................................... C. Greetings and Interactions ........................................................................ D. Answering Phones and Tone of Voice .................................................... E. Phone Etiquette ............................................................................................

F. Email Etiquette and Expectations ............................................................. 18 G. Sending and Responding to Emails .......................................................... 20

22 23

I. Responding to Perceived Threats .............................................................. H. De-Escalation ................................................................................................

Diversity, Equity, Inclusion, and Accessibility

24 25

A. Equity and Diversity .................................................................................... B. Service for All Abilities ...............................................................................

Professional Guidelines

26 27

A. Microsoft Outlook Email and Calendar ................................................... B. Phones, Voicemail, and Uniforms .............................................................

PRCS Vision, Mission, Equity Statement, and Values ............................................. 28

Loudoun County Government and Departmental Organizational Overview ....

PRCS Functions and Divisional Overview

30 31 32

3 Appendix and Key Dates Calendar............................................................................... A. Centers and Community Services ............................................................. B. Sports and Events, Maintenance, Parks, and Department Support....

WELCOME TO YOUR PRCS CUSTOMER SERVICE HANDBOOK

Welcome to your new role with Loudoun County Parks, Recreation and Community Services (PRCS). Our vision is to make Loudoun the community of choice through outstanding experiences. You are an important part of those experiences and the impact we make on the community.

This Customer Service Handbook is a guide and tool to help you improve your skills and deliver exceptional service to the community. In all customer service interactions, whether internal or external, there is a standard of empathy, awareness, and understanding that all employees are expected to uphold. The mission of PRCS is to connect all communities through exceptional people, parks, and programs. This includes connecting the divisions, sites, programs, and teams of PRCS with exceptional internal customer service. This handbook should be used as a reference and guide to set you up for success as a PRCS employee and an important part of the community. Your interactions with residents, visitors, and customers are key touchpoints that affect our connections with communities. Whether you serve full time or part time, in one of the centers, facilities, parks, the main office, or an offsite location, you represent PRCS.

“PEOPLE DON’T CARE HOW MUCH YOU KNOW, UNTIL THEY KNOW HOW MUCH YOU CARE” -THEODORE ROOSEVELT

Loudoun County Parks, Recreation and Community Services SERVICE STANDARDS

WE ARE COMMITTED TO EXCEPTIONAL SERVICE AND EXPERIENCES

Exceptional Service Means We C.A.R.E.

CONSISTENT: ACCOUNTABLE: RESPECTFUL: EMPATHETIC:

We provide high quality service and continually seek improvement. We are responsible, accessible, knowledgeable, and honest. We are kind, inclusive, and courteous to all. We remain supportive, encouraging, and understanding of all.

WHO WE SERVE

SERVICE SUCCESS PLAN

We serve all people in need of parks, recreation, supportive services, experiences, or information related to PRCS and Loudoun County. Customers include the community members (patrons, visitors, vendors, and contractors) and all PRCS and County employees.

Greet and Listen to customers with a friendly smile - in person or over the phone - and actively listen to what they are sharing before responding. Ask Questions about their needs and repeat the details for accuracy and to assess urgency. Follow-up questions provide the opportunity to gather more information on the whole situation.

Empathize with the customer by finding a point of understanding to show they have been heard.

Offer Help and Resources to create a positive experience that leads to successful resolution. Follow Through in a timely manner with answers or a plan. Document the interaction if necessary. Close with Care by thanking the customer and offering a goodbye while extending the invitation to reconnect. Evaluate processes and procedures to identify areas of improvement, growth, surprise, and delight.

HOW WE SERVE We are professional and patient while maintaining a service

mindset. It is our responsibility to

anticipate the needs of others and proactively provide exceptional service.

SERVICE SUCCESS BEST PRACTICES

EXCEPTIONAL SERVICE CREATE POWERFUL CONNECTIONS

The power of service lies in the ability to consistently create connections with customers. Connections can be emotional, empathetic, and create an environment of support, which improves customer loyalty and engagement.

SHOW EMPATHY

Empathy shows that employees try to understand the customer’s point of view which makes the customer feel valued and appreciated, turning negative situations into positive experiences.

PURSUE SERVICE LOYALTY

Pursue the reconciliation of the relationship with the customer beyond the resolution of the issue or situation. Delivering exceptional customer service that surpasses expectations increases customer loyalty. OWN THE INTERACTION Employees should have ownership of the interaction and avoid passing customers off to other employees unless necessary. It is our goal to start, build, and sustain respectful relationships between customers and the department, and employees are the curators of those relationships.

BE CENTERED ON A COMMON PURPOSE

SEE PEOPLE NOT ISSUES The situation might not be the employee’s fault, but it is always an opportunity to provide the customer with respect, empathetic engagement, and exceptional service. There is a person behind every issue or situation, and it is our job to focus on the person and not just the problem. Service moments are centered on the mission of PRCS to “Connect All Communities through Exceptional People, Parks, and Programs.” Use your interactions to provide a sense of belonging and connection.

RESPOND QUICKLY Customers appreciate fast and accurate response times when they ask a question, share their feedback, or highlight an issue. Our goal is to be accountable and fully process the question or comment and provide quick and helpful feedback in response. ACT ON CUSTOMER FEEDBACK Feedback comes in many forms. It is important for employees to evaluate and respond to the feedback they receive. It shows we respect customers, that their feedback, input, and perspectives matter. EXCEPTIONAL EXPERIENCES SERVICE SUCCESS BEST PRACTICES

KEEP INFORMATION UPDATED

Be consistent and start with the most up-to-date information. Employees that lead or supervise programs or facilities need to maintain up-to-date websites, FAQ pages, flyers, and social media to provide easy access to the information customers are seeking.

PROVIDE SUPPORT

Different communication channels and touchpoints serve customers who want flexibility in how they connect with PRCS. Support for customers should be provided by all employees with correct information at all touchpoints.

DELIVER QUALITY SERVICE

The consistent execution of quality standards, systems, and processes through all delivery channels over various touch points show employees are accountable

and expectations are consistent across all locations. EVALUATE CUSTOMER SERVICE

PRCS is always striving to improve our relationships with the community and our customers. This means that each touchpoint and interaction should be evaluated with the intention of correction, improvement, and growth for our employees and our department.

SERVICE SUCCESS BEST PRACTICES

CUSTOMER TOUCHPOINTS

Visiting a PRCS Site

Delivering exceptional service comes from a balance of accountability in processes, places, and people. Without it, exceptional service cannot be achieved. Touchpoints for PRCS include the various opportunities where customers engage with PRCS.

PRCS Employees

PRCS Newsletter

Surveys FAQs

Emails

Phone Calls

Tell Us More Registrations PRCS Website PRCS Connect

When we put our best foot forward, we are

empathetic to the customer’s needs and proactive about finding solutions to make their experiences exceptional.

Programs and Events Activity Guides

Social Media

SURPRISE AND DELIGHT AT ALL TOUCHPOINTS Can you remember a time when you were surprised or delighted by an exceptional customer service experience? For example, a seamless return/refund process, a reminder about an upcoming opportunity, a swift response to an issue you brought forward, or a co- worker providing the detailed answer you needed. Our mission is to connect community through exceptional experiences and provide excellent service. As you serve others, encourage the creation of moments of surprise and delight that foster lasting loyalty. Moments of surprise and delight come from employees who feel empowered to make a difference in the customer’s life. One of our goals in PRCS is to equip employees with the ability to go above and beyond in customer service and experience. We do not promise beyond our capacity, but we do commit to exceptional service by caring, owning issues, providing support, and facilitating progress.

SERVICE SUCCESS BEST PRACTICES

GOING ABOVE AND BEYOND

Stepping into situations with empathy and the ability to provide moments of surprise and delight, means an awareness of what going above and beyond should look like. Instead of feeling overwhelmed by going the extra mile, we want to empower employees to always take the extra step. Going above and beyond doesn’t have to be big, but it should always make a difference to the customer.

Examples of going above and beyond:

Interacting with customers outside of instruction time, an instructor who stays after class to encourage a student and demonstrate a skill again. Helping set up a room or program that is not your specific responsibility. Offering, before you are asked, to open the door for another employee who has their hands full. Remembering names of customers and using them to connect in conversation.

Reaching out and connecting with customers who are usually regulars but haven’t been around in a while. Taking the time to walk a customer to their destination, instead of just pointing them in the direction they need to go. Providing information about similar programs at other sites or facilities to meet the customer’s need when the program they want is full.

A CULTURE OF EMPATHY

It’s the little things that count; the moments where employees feel empowered to truly see the customer and what they need or want. We are committed to empowering employees to step into all customer interactions, internal or external, with empathy and a goal to let the individual customer needs determine the experience. Employees won’t always have the answer the customer wants, but employees should always feel empowered to provide the customer with an exceptional experience that goes above and beyond what they were looking for.

“Empathy is feeling with people” - Brené Brown

SERVICE SUCCESS BEST PRACTICES

EXCEPTIONAL INTERNAL CUSTOMER SERVICE SUPPORT

The way we internally meet the needs of each other directly impacts our ability to serve the external customers of PRCS and exceed expectations. Taking care of other employees through excellent internal customer service positively impacts our department’s culture and working environment. It is important to value other’s work, input, and ideas.

BE SPECIFIC AND DEFINE ROLES OF TEAMS

Divisions, programs, sites, and teams need to understand their role and function within the Department, recognizing that each employee has skills and a purpose that can serve others internally. Each position benefits the department as a whole, and while some are dedicated to internal support, everyone has the responsibility of exceptional internal service.

BE CLEAR AND SET EXPECTATIONS

Internal teams in PRCS should collaborate to set clear expectations, including specific anticipated timelines for problem resolution. It is important to be honest, timely, and transparent about the resolution process so other employees can plan their workflow accordingly. Being clear with others also means using jargon only when appropriate.

BE MINDFUL AND BUILD RELATIONSHIPS

Internal customer service helps to build stronger rapport between employees. While the internal service should be friendly, employees should also be aware and sensitive to others and the timeline of the tasks to be accomplished. Relationship building provides space to ensure others have what they need from you to be successful.

BE SUPPORTIVE OF EMPLOYEE GOALS

Understanding the goals of other employees will help internal teams effectively solve problems and reach goals. Be supportive and considerate; always assuming positive intent will allow better collaboration. Supporting each other internally gives PRCS the ability to serve external customers with excellence.

SERVICE SUCCESS BEST PRACTICES

EXCEPTIONAL INTERNAL CUSTOMER SERVICE COMMUNICATION

BE ATTENTIVE AND COMMUNICATIVE

Clear communication with accurate and timely information is a key part of the internal customer service strategy for connecting with employees across divisions. The more planning and communication, the higher chance of meeting expectations of internal customers and ultimately exceeding the expectations of external customers.

BE RESPONSIVE AND TRANSPARENT

Transparency with department wide and division specific information is essential to healthy internal customer service. It is our responsibility to be responsive and disseminate important information and upcoming changes. Relaying updates to the appropriate internal customers with urgency and efficiency to support each other well.

BE OPEN AND SHARE INFORMATION

Employees are often seen as the subject-matter experts in their position or within the department, which gives them opportunities to share and train. Address and explain issues that come up and offer knowledge to others to prevent similar issues in the future. Knowledge sharing creates a more successful environment for all employees.

BE AN EXAMPLE OF A POSITIVE ATTITUDE

Keep a positive attitude when serving others internally and look for ways to celebrate each other and accomplishments. Use previous successful moments of customer service to motivate and train others, encouraging best practices and continued success while supporting others with encouraging demeanors.

Human Resources, Maintenance, Operations, Communications, Marketing and Programming are teams that maintain and support the internal functions of the Department, providing customer service to employees so external customer service is successful. EXAMPLES OF INTERNAL DEPARTMENTAL SUPPORT TEAMS

SERVICE SUCCESS BEST PRACTICES SERVICE RECOVERY Service recovery is the effort of an organization to go above and beyond to recover a relationship when a customer’s expectations are not, met typically after the customer experienced a perceived service failure. Service recovery is an important part of that process because it defines the steps that an organization must take to recover from a service failure. Even on our best days we make mistakes, but this means we always have the opportunity to go above and beyond and make up for those errors. Service success in service recovery means understanding and supporting the person behind each issue or situation. It is our responsibility to recognize the individual, listen to their whole situation, and help with the problem while encouraging the person. Customers can become more frustrated by an organization’s inability to fix a problem than the problem itself. What makes a difference to customers is not just the resolution of the issue but the reconciliation of the relationship through the recovery process. When a customer experiences a service failure and a successful service recovery experience, it reveals to the customer their value to the organization and can foster a stronger and more loyal relationship with the customer.

SERVICE RECOVERY PROCESS

#1 Be patient Apologize and take ownership of the situation. Take time to understand the problem. Without understanding, it may lead to the wrong course of action. #2 Go the extra mile The goal of a service recovery plan is to exceed customer expectations, especially after a service failure. It usually requires employees to take the extra step and go above and beyond. #3 Keep a recovery mindset

Empathy and understanding are an important part of this mindset. It is not enough to just fix a customer issue. Service recovery is viewing every customer problem as an opportunity to win them over. #4 Prioritize speed of recovery Speed in initiating the service

Follow Up with the customer(s)

Offer Something above and beyond

Understand and Fix the problem or issue

recovery process and completing it is essential to taking advantage of that window of opportunity. Follow up with the customer after the recovery process.

Point of Service Failure

Take Ownership of the situation

Apologize to the customer(s)

COMMUNICATION

CHANNELS OF COMMUNICATION

VIDEO CALLS AND MESSAGING Video trainings, conference calls, and meetings allow employees from different locations, or those working offsite, to be able to connect and collaborate. MAIL Respond or acknowledge if appropriate by phone or email on the same business day, or if needed by mail, by the end of the business week. Mailboxes for employees are provided at the main office and sites. Check mailboxes daily for packages, letters, and all inter-office mail. SOCIAL MEDIA Social media activity and monitoring by employees should be limited to designated employees. Response and comment removal shall follow guidelines set in social media policies and procedures (links found in the appendix). EMAIL Respond to general emails, internal and external, within 24-48 hours; emails of an urgent matter should be addressed immediately. The best response provides an answer or next steps for the customer to take to get them to a solution, but can include an acknowledgement of receipt, follow-up questions or additional contact info if needed. See pages 18-21 for etiquette and expectations. Listen and respond during the initial conversation and involve the appropriate employees to address the issue. If the situation cannot be resolved immediately, obtain contact information, and share with the customer who will contact them and when. Voicemails need to be responded to day-of or within one business day. FACE-TO-FACE Actively listen and respond with the information you know. Share only accurate information and involve the appropriate employees to address the issue. If the situation cannot be resolved immediately, obtain contact information, and share follow-up steps for employees to reach out to the customer. PHONE

Expectations for Calls and Teams Messaging: Virtual meetings are intended for face-to-face connection Turn your camera on unless stated otherwise by the host. Microphones should remain on mute unless you are the one talking. Messages should be concise and appropriate for work. Messages can be sent to one person or multiple people, but only include those that need to be informed and/or respond.

COMMUNICATION

NON-VERBAL COMMUNICATION

The way information, whether good or bad, is presented impacts how it is received. Visual perception plays an important role in impressions and reactions from customers. It is important to convey positive body language and non-verbal communication during face-to-face interactions.

Smiling Facial expressions set a

Eye-Contact By looking into a customer’s eyes they can sense that they are being addressed directly and have your attention.

Appearance When interacting with

positive tone before a word is spoken and have the power to immediately disarm an upset customer. Greeting When introducing yourself, provide a firm and professional handshake and ask for, repeat, and remember the customer’s name. Personal Space Leave adequate distance between you and the customers to ensure they feel safe and secure during interactions.

customers, dress neatly and in a professional manner to show you are serious about providing service. Hand Gestures Use hand movements to best emphasize what you say, your feelings, and when providing directions or next steps. Observation Notice how the customer behaves and how they react when responding to input, feedback, and answers.

Attentiveness While listening to customers, lean in and

respond with expression to indicate active listening and full attention. Posture Your pose or posture should express interest, attentiveness, friendliness, and openness to the customer.

FIRST IMPRESSIONS

#1 SMILE!

Use quick problem-solving. Offer immediate assistance. Say “please” and “thank you”. Positive First Impressions:

Negative First Impressions:

Speaking loudly, too fast, and/or rudely. Looking like you don’t care or have something else more important. Acting distant, not smiling, or making faces.

Focus on the customer in front of you. Use the customer’s name in conversation. Be polite, courteous, and use a pleasant tone. Take personal responsibility for customer’s experience.

COMMUNICATION

10 AND 5 HOSPITALITY RULE

A customer within 10 feet of any employee should be greeted with non-verbal communication by either a wave or smile. GREETINGS AND INTERACTIONS FT FT Step One Actively Step Two Repeat or Step Four Offer a

A customer within 5 feet of any employee should be greeted with verbal greeting and a smile.

Step Three Empathize with customer and show understanding.

Step Five Evaluate interaction and address potential future concerns.

solution or elevate to supervisor.

listen to the customer’s situation.

paraphrase feedback to customer.

Greetings should happen immediately, within 5-15 seconds. If you are busy assisting a current customer, acknowledge any customer(s) waiting and mention you will be with them shortly. Engage with neutral facial expressions and avoid using negative body language like crossed arms or pointing. Maintain eye contact and give the customer your full attention. Use a pleasant tone of voice while assisting with a helpful demeanor and smile. This gives the customer a sense of meaning and importance. Listen calmly and actively, making sure to understand the full issue, then repeat what you heard to confirm the situation. Offer to assist and guide them to the best fitting result. Remember to thank them and always leave the opportunity for more communication. TOP 10 PHRASES TO AVOID No. 1. I don’t know. 2. That’s not my job/division/department. 3. You’re right, that is bad. 4. Calm down. 5. I’m busy right now. 6. Call me back. 7. That’s not my fault. 8. You need to talk to my supervisor. 9. You want it by when? 10. To prevent a potentially frustrating or angry interaction with a customer, refrain from using these ten phrases in conversation. It’s ok to pause and collect your thoughts instead of speaking with a negative tone or response. Be mindful of non-verbal cues too.

COMMUNICATION

ANSWERING THE PHONE

Employees are expected to answer all phone calls within the first three rings and should answer all calls with a helpful attitude and the identifying message below:

Answer with an introduction and the name of the facility, site, or program you are with, so the customer knows they have reached their intended location or program. “Good morning/afternoon/evening, you have reached the ___(site/program)___” Followed up with your name, this provides personalized communication.

“this is__ (your name)__”

Finish up the greeting by opening the opportunity for the customer to share.

“How can I assist you today?”

SMILE

Remember to

, even over the phone, it makes the difference.

TONE OF VOICE

When communicating over the phone, it’s not just what you say, it’s how you say it. Your tone of voice is the most dominant over the phone and reflects your attitude. Flat tone: says you are uninterested. Slow pitch and dramatic voice: conveys annoyance or lack of engagement. Loud voice: can signal aggression or frustration. High pitch and rapid voice: shares over eagerness and increases miscommunication. Keys to effective phone conversations: Inflection - the wave of high and low in your pitch should be intentional with every call, even if the employee has repeated the same phrase multiple times to multiple people. Ways to improve awareness of inflection include regulating breathing, changing the word around (repetition equals monotony), and smiling. Volume Control - speaking in a moderate voice is the most effective, especially when a customer is unpleasant. Pay attention to volume, timing is important, occasionally speaking louder for short bursts can emphasize or focus attention. Pacing - an awareness of pace controls the conversation with the customer, giving the customer the opportunity to consider what is most important and beneficial to know. Pace is also important when articulating a solution or answer in a way the customer understands.

COMMUNICATION

PHONE ETIQUETTE

WHEN ANSWERING THE PHONE

Sometimes there are unavoidable situations that may frustrate or upset a customer, such as putting them on hold or transferring their call. Below are some tips to best handle these difficult moments. TROUBLESHOOTING Putting a Customer on Hold: Answer questions or requests by only offering information within the scope of your expertise and bring in additional resources and personnel only when needed. Voicemails should be responded to in a timely manner, within one business day. Remember to thank the customer for calling and sharing, and always invite opportunity for more communication. Customers want to be helped quickly and efficiently, especially if they experienced automatic prompts and selections before getting to a real person. From answering the phone, to troubleshooting an issue, to transferring the call, there are some key steps to ensure friendly, over-the-phone service. Stop what you are doing, clear your mind and focus your attention on the incoming phone call to set yourself up for success. Be attentive and pick up the phone within three rings. Personalize the conversation with the identifying message on the previous page. Using your name, personalizes the customer service experience and allows employees to take ownership of the call. Communication should be respectful, and employees should make every effort to efficiently answer questions, requests, or handle a complaint. Taking a Message:

Ask the customer if you can put them on a temporary hold and explain why. Thank the customer for being patient while on hold. During times of heavy call volume, offer to set a call back time for the customer. Ask the customer if they mind being transferred. Explain why they are being transferred and who the call is going to. Provide the direct phone number so the caller can redial later if necessary.

Always end the call on a positive note. Follow up with any necessary next steps and evaluate the call to improve future service. whereabouts of other employees. Give a reasonable estimate of when the co-worker will return. Offer to help the caller as much as possible. Explain that the appropriate person is unavailable, but do not share any personal information or the

Transferring a Call:

Ending a Call:

COMMUNICATION EMAIL ETIQUETTE AND EXPECTATIONS

Proofread, Proofread, Proofread Proofread for mistakes including punctuation, grammar, spelling, and the overuse of capital letters and exclamation points. Online proofing tools, such as Grammarly can be a reference for proofreading, but do not use these tools or AI to write your emails. Check Names, Details and Dates Maintain professionalism by double-checking that all details, names, dates, and times are correct. Wait until finished to put the email of the recipient in, so that nothing with mistakes gets accidentally sent. Write Brief Subject Lines with Details Intended to be brief, signify importance, and to easily understand subject of email. See page 20 for details. Include a Professional Greeting and Sign-off Start with an appropriate and respectful greeting, like “Hello or Dear.” End with a professional email sign-off, such as “Regards, Sincerely, or Thanks.” Be Concise and Comprehensive Include only necessary information, be concise and professional, providing only essential and relevant details. Use bullets/lists when possible to process information easier. If several paragraphs are needed, email is probably not the right method. Write to Your Audience Use audience appropriate language and words that are understandable, with minimal jargon and acronyms. Be sure to always address others with respect, and don’t write anything you wouldn’t want shared or read aloud. Set Clear Expectations and Next Steps Define the purpose of your email, include important dates and deadlines to meet. Include a call to action so the recipient knows what you are expecting them to do.

COMMUNICATION EMAIL ETIQUETTE AND EXPECTATIONS

Do Not “Copy Up” Do not copy the recipient’s supervisor unless asked by the supervisor or the employee. Copying up gives the impression that you are trying to coerce something from or tattle on the employee. Copying up does not help you maintain positive relationships. Reply-All Only When Necessary Reply-all is intended for only a few purposes, and should be used sparingly. When used incorrectly or if over-used, wastes the time of other employees. See page 21 for details. Use Bcc & Cc Appropriately Bcc stands for blind carbon copy, meaning when recipients are in this grouping they can only see the sender and others who are carbon copied “cc’d,” they cannot see anyone else who is “bcc’d.” See page 20 for details. Don’t Hesitate to Write and Wait Pause, collect your thoughts, and reflect on whether email is the best medium to use if the topic is controversial or complicated. Confrontational statements or negative feedback necessitates a conversation. Don’t send emotional emails. Describe Any Email Attachments When including an email attachment, use descriptive words in the email to make it easily understandable and searchable. See page 21 for details. Update Email Threads If the email thread changes subjects, a new email thread should be started. Don’t forward email threads unless appropriate. Decide on Appropriate Email Formats Check with your supervisor and others on what they feel is acceptable in emails, (ex. emojis as a form or response, one word emails, etc.) Use Your Out of Office Message Always set up an out of office message when you are away from your email during the work week. See page 26 for details.

COMMUNICATION

SENDING EMAILS

Carbon Copy: anyone who is not the direct recipient of an email and anyone who doesn’t need their contact information hidden To: the primary recipient of the email Blind Carbon Copy: direct and/or not direct recipients of an email, who need their email address hidden from all other recipients Subject: information that captures the essence of the email

Send

Bcc

Subject

Carbon Copy “Cc” Cc is an “FYI,” there is no expected action required and the emails listed are viewable Reasons for adding the recipient to carbon copy, where others can see their information Anyone who needs to read the email but may not necessarily respond or need to respond. A new person who needs to be introduced or would find the information useful but is not the focused recipient of the email. A large group of people who are working on the same project and all have equal opportunity to share feedback and input.

Bonus Tip: When you cc someone, you do not need to address them in the email greeting.

Blind Carbon Copy “Bcc” Bcc is a discreet “FYI,” there is no expected action required and the emails listed are hidden Reasons for adding the recipient to blind carbon copy, where other’s cannot see their information To reduce lengthy email threads: If you’re sending a mass email or want to avoid a bunch of replies, putting everyone in the bcc field avoids both annoyances. To send a mass message: Whether you’re sending an email to your program, site, participants, or staff, putting everyone in the bcc field will allow each recipient to be able to reply without impacting others. For privacy purposes: If you want to conceal someone’s contact information, or you don’t want recipients to know that you’ve shared the email with someone else, you can use the bcc field.

Bonus Tip: Bcc emails can be forwarded and are not confidential

Subject Write brief subject lines, providing the recipient with details so they can immediately know what the email is about, know it’s importance, and respond appropriately. A good subject line also allows for quick and helpful searches.

Good Example: “Job Fair Today at 2pm” Bad Example: “Jobs”

COMMUNICATION

RESPONDING TO EMAILS

Reply All

Forward

Emojis

When you want to signal that you received the email if there is no specific follow-up needed. Be mindful that actions, like thumbs up, mean different things amongst various cultures and could be offensive.

When there is a specific recipient that you need to reply to, even if the email was sent to a group of people. When in doubt, use reply.

Reply All

When your response will impact at least 50% of the people in the email thread. When others on the email thread will be confused if they don’t see your response, or you think others in the email thread might have the same question you are asking. Ask yourself: Does more than one person need to know the email was responded to? When the sender specifically solicits feedback from everyone in the email thread.

If these don’t apply... use Reply!

Forward

When you want to send an email to new recipients, copying them on the information that was sent to you. Make sure to include attachments originally sent for accurate information sharing. Email Attachments Make sure all email attachments have detailed and specific document names so that they are easy to search for within your inbox. Describe all email attachments within the body of the email. This allows for the recipient to know what they are receiving before they open it and helps them understand the purpose of the attachments. Attachment Name Good Example: “Report of CS101 attendees 1.1.2025” Bad Example: “Report” Bonus Tip: When you write in your email that something is attached, it typically prompts Microsoft Outlook to have a pop-up show if you go to send the email without the attachment included.

COMMUNICATION

DE-ESCALATION MANAGING CUSTOMERS AND DE-ESCALATION

When and why does a situation need to be de-escalated? When customers voice a concern or complaint, sometimes they can come across as intense when sharing their feelings and perspective. It is important that PRCS employees practice emotional control and attempt to de-escalate those situations.

Assess the situation for safety. Are there any immediate safety concerns? Breathe, establish and maintain eye contact, and relax your stance. Customers will respond best when they feel comfortable. Stay calm and try to remain diplomatic and polite, don’t interrupt. Control tone and volume when communicating. Thank the person for raising the concern and do so sincerely. Emphasize the importance of satisfied customers to you and your organization. Actively listen to learn rather than just preparing your response. Practice patience with the customer and yourself, don't respond too quickly. Establish common ground to show the customer you are listening. Affirm your presence in the conversation by engaging physically through non-verbal expressions. Always show a willingness to resolve the problem or conflict. Make the resolution seem as easy as possible. Be firm but understanding with your answers, keep from citing policies for reasoning. “It’s our policy” only escalates things. As a last resort, offer to have your supervisor talk to the customer. Your supervisor may say the same things as you, but sometimes hearing it from someone else has a positive impact on the customer. TIPS FOR DE-ESCALATION

PHRASES FOR DE-ESCALATION

“I would like to understand more about the situation and your perspective.” "I see how frustrating this must be for you." "I can see why you're upset about this." "It sounds like this has been a really challenging situation for you." "I'm sorry to hear that you're feeling this way." "Thank you for sharing that with me." "I understand that this is not the outcome you were hoping for, and I'm sorry for any inconvenience it may cause." "If you need a few minutes before continuing, you can certainly call us back." "I understand you're upset, but I kindly ask that you refrain from using inappropriate language during our conversation." "I am happy to help you, but I ask that you speak to me respectfully." "I understand that you're requesting to speak with a manager. Do you mind if I try to help you first?" "I have a few suggestions to help resolve this issue." "Would you be open to exploring some alternative solutions?" "We have a few options available to meet your needs." "I'd like to present some potential solutions for your consideration.

RESPONDING TO PERCEIVED THREATS COMMUNICATION

From time to time, you may encounter a customer who is agitated or extremely angry. The overlying principle in such situations is to use your best judgement, and if necessary, respond in the following manner per the County employee handbook.

Addressing Verbally Threatening Interactions (but not physically threatening):

Responding to Physically Threatening Interactions:

Keep calm and listen carefully to what is being said or communicated. If you do not understand, or are uneasy, ask a second employee (who may also serve as a witness) to help you. 1. If you are not able to resolve the situation, inform the customer that your supervisor will be contacted to follow up with them. 2. If you are still unsuccessful and the customer is still verbally abusive, the highest level of supervisor at the site should address the situation and ask the customer to leave the property. 3. If this is not successful, call 911 for law enforcement assistance and the manager or acting manager should inform the next appropriate PRCS employee in the chain of command. 4. If someone is asked to leave, or if emergency personnel are called, report the incident to a member of the Department Leadership Team and fill out an Incident/Accident Report Form. 5. If anyone is injured or hurt, fill out an Incident/Accident Report Form to document the situation. 6.

When faced with a physically threatening situation, you should follow the guidance for addressing verbally threatening interactions to the extent possible, taking into consideration the degree of the threat and the time needed to seek additional assistance.

In assessing the degree of threat, you must consider both County policy and the risk of danger to yourself or other people present. 2. If you see that you or another’s physical well-being or life is in imminent danger, call 911 for law enforcement assistance. 3. Inform the appropriate PRCS employees and the Deputy Director. 4.

Disruptive Behaviors and Facility Bans There are policies and procedures set by PRCS and the County (see appendix) that addresses disruptive non-employee behavior which adversely impacts the County’s ability to provide services. PRCS has processes in place to submit facility and property bans, but the action can only be taken by the facility managers and their supervisors and approved by the Department Director.

There are policies and procedures set by PRCS and the County (see appendix) to guide employees when they observe a member of the public taking pictures or filming on County property. The policy defines what is permitted, prohibited, rights of individuals and the appropriate employee response. Camera Use in Facilities

We promote diversity, equity, inclusion, and accessibility to remove barriers and create a welcoming environment that celebrates uniqueness and collaboration. PRCS EQUITY STATEMENT DIVERSITY, EQUITY, INCLUSION, AND ACCESSIBILITY Diversity, Equity, Inclusion, and Accessibility in Loudoun County Government Employees shall not discriminate against any person based on race, color, religion, sex, national origin, age, disability, political affiliation, sexual orientation, gender identity, or other non-merit factors. Employees are expected to seek equitable solutions, value the inclusion of others with different backgrounds and perspectives, and work to remove barriers to create a welcoming and engaging environment that celebrates uniqueness and collaboration.

Employees shall immediately notify a supervisor and a member of the PRCS Human Resources Division of any incident experienced, observed, or reported.

Resources for Language Accessibility Loudoun County departments and personnel will take reasonable steps to provide timely and meaningful access to translation services to persons with limited English proficiency. There are many tools and resources available including:

Language Translation Services Accommodations for Braille

Interpretation Services for phone and in-person conversations Calls through Virginia Relay (711) and closed captioning options Google Translate access on loudoun.gov and PRCS Connect (Google translate is not accessible on mobile devices) Video Remote Interpreting for American Sign Language

PRCS

Reasonable Accommodations Loudoun County Government makes every effort to ensure its programs and services are accessible. Customers have a right to request a reasonable accommodation to access services.

Workplace accommodations are reasonable accommodations to any change in the work environment (or in the way things are usually done) to help a person with a disability apply for a job, perform the duties of a job, or enjoy the benefits and privileges of employment. County employees may request accommodations per guidelines given by the ADA-02 Reasonable Accommodations Policy, to Human Resources.

DIVERSITY, EQUITY, INCLUSION, AND ACCESSIBILITY

SERVICE FOR ALL ABILITIES DO:

General Interactions Use your best judgement and show common courtesy to everyone and ask questions if unsure. Be patient. People with disabilities and some aging adults might require more time to express themselves or to move about. Offer assistance and listen to the response; follow any specific instructions. If the customer says “no” to assistance, this should also be respected. Person First vs Identity First Language Person First Language places emphasis on the individual rather than the disability i.e. saying “the child has autism” instead of saying “the autistic child.” Identity First Language respects that some individuals view their disability as a part of their identity and culture. i.e. Deaf individuals prefer to be referred to as Deaf individuals because that is a part of their culture. If you aren’t sure if you should use Person First or Identify First Language, use Person First Language unless the customer has been using Identity First Language Speak directly to the person and maintain eye contact. Treat everyone like the valued customer they are. Service Animals Under the Americans with Disabilities Act (ADA), a service animal is a dog of any breed and size that is trained to perform a task directly related to a person’s disability. In some cases, individuals may also utilize miniature horses as service animals. Service animals are allowed to be with their person, even in places that don’t allow pets. If it is unclear to you whether someone’s dog is a service animal, you may ask the following two questions: “Is the service animal required because of a disability?” “What work or task has the animal been trained to perform?” The only time you can ask someone to remove their service animal is when: The animal is not housebroken. The animal is out of control and the person cannot get the animal under control. Interacting with Caregivers and Interpreters If an individual with a disability comes with a caregiver or interpreter, always communicate directly with the customer and the caregiver or interpreter will relay information and communicate back to you if necessary. Avoid interrupting the interpreter while they are interpreting. Remember that everything you say will be interpreted.

DO NOT:

Do not patronize or treat others as incompetent. Do not use terms such as “handicapped,” “victim,” “afflicted,” or “confined.” Do not use trendy terms, like “differently-abled,” “challenged,” or “handi-capable.” Do not speak only to a companion, aide, or interpreter. Address the customer as the primary focus. Do not pet, feed, or distract service animals. They are working animals, not pets. Do not make assumptions about a person’s abilities or limitations, as everyone’s abilities are different.

PROFESSIONAL GUIDELINES

Setting up appropriate professional email signatures and account profiles NEW AND OUTGOING EMAILS

ACCOUNT PICTURES Guidelines for profile picture in Microsoft 365 and other professional tools/databases: A profile picture features a clear picture of the employee’s face with a simple background. 1. Any animation, avatar, graphic, logo, pet, animal, or filter is not allowed. 2.

First Last Name, Certifications ( optional: pronouns ) Title/Position Department of Parks, Recreation and Community Services Desk: xxx-xxx-xxxx, Cell: xxx-xxx-xxxx Email: xxx.xxx@loudoun.gov Connect all communities through exceptional people, parks, and programs.

First Last Name ( optional : pronouns) Title/Position Parks, Recreation and Community Services REPLY EMAILS Email signature setup instructions can be found on CoCo.

Setting up proper out-of-office messages on Outlook Email & Teams

A proper email away message:

Appropriate times to set up an away message: Vacations or paid time-off Personal leave Business travel Attending trainings, workshops, or conferences Office closures: holidays or team-building events

Begins with a professional greeting. States the dates you’re away or out-of-office. Advises if you’re accessing email during your absence. Provides an estimated date the sender can expect a response. Informs the sender who to contact for urgent requests and provides appropriate contact info. Is set up for both internal and external automatic replies. Is activation when needs, and provides accurate out of office dates and times.

Microsoft Teams status

Update teams status when out-of- office by scheduling specific time away in the app. Set status message if working offsite.

Setting up and updating your Microsoft Outlook and Teams Calendar Employees with an Active Directory Account have a loudoun.gov email address along with access to the Outlook Calendar feature. Work calendars should be kept up to date to serve the department and other employees. Below are guidelines for keeping your calendar up to date: Schedule all meetings in your calendar. Schedule telework days (if applicable) and show as WORKING ELSEWHERE. Schedule reminders to help keep you on track with time management and deadlines.

Schedule appointments (can be marked as private if needed). Schedule out of office time, including leave and vacation time.

Respond to all calendar invites promptly: Accept, Decline or Propose a New Time If declining, respond with a reason why or ask what you can provide to support the meeting in your absence

Utilize color coding for meetings/activities. Include travel times for off-site meetings. For virtual meetings, include the Teams link in the invitation.

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