Green lighting a new payment system: how to successfully convey your new payment system to the public

In recent years, parks managers have become much more creative and entrepreneurial as they look for ways to boost customer service and visitor satisfaction. Increasingly, purchasing and setting up self-service automated payment stations and kiosks to manage the park-entry payment process is seen as a valuable way to improve service to customers, without having to assign employees to working extra hours in the evenings and overnight. There is little question that automated payment machines can do the job. The issue for both parking lot operators and parks managers is the same: how to effectively communicate this service-level change to customers.

To be successful in implementing a new payment system in your park, you must have a sound communications strategy, designed to educate, inform and alert customers about the proposed changes. Some important components include:

* receiving senior-level support from the top for a pro-active communications program;

* the appointment/assignment of a program leader to manage all communications for this special project;

* bringing all available communication elements (advertising, news releases, Web site, etc.) to bear the challenge;

* the development of key messages and explanations for the change; and

* evaluation and adjustment of the program to current events as necessary during the implementation phase.

No communications program is perfect; it's vital that staff monitor the implementation and make adjustments through time as needed.

It's also important to begin any public education program before implementation, and continue it for a sufficient length of time, as any advance communication always conveys the important message that the organization cares about its customers. Ensuring the public is kept informed about important developments ultimately means fewer complaints, a higher compliance rate, a smoother overall transition and, importantly, reduced disruption of projected revenue streams. The key to success is making good customer relations a core part of your business strategy.

Implementing a new payment system is challenging, not only from the technology aspect, but from the public's perception of your new machines. The parks managers at Saskatchewan Provincial Parks recently experienced the importance of having a good communications plan. Saskatchewan Provincial Parks is charged with overseeing the system of 34 provincial parks located throughout this Canadian prairie province--a region larger than most U.S. states.

As part of a commitment to increase customer service at its parks, the department decided in 2003 to conduct a trial of payment stations to sell entry permits at six of its parks 24 hours a day, seven days a week. This would enable a substantial increase in service.

While the trial was a success--the parks' working group overseeing the trial was pleased with the results and recommended that the automation program be expanded in 2004--public reaction to the changeover ranged from easy acceptance to anger. A post-mortem by the working group determined that the reaction stemmed from inadequate communication about the new payment system and how it worked.

"While we were pleased with the technology and the results, we simply did not communicate the new payment system to our user groups as well as we could have, and that showed in the negative reactions and non-compliance we received in some instances," notes Mary-Anne Wihak, park program development team leader for Saskatchewan Provincial Parks.

The trial produced some intriguing findings. For example, one location with a new machine delivered a surprising level of revenue, while a machine in another park was virtually ignored. The parks department also found compliance problems with the honor system, and had concerns about enforcement. While the pay-station initiative was designed to raise revenues, the main purpose of the machines was to improve customer service and ensure park users fair and equal access to the park facilities at any time of day.

Unfortunately, the reality is that many people view park entry as something they already pay for in their tax dollars. Given this, a stronger communications strategy might have smoothed the transition. In fact, regardless of whether the facility is a public park or a private parking lot, customers need advance notice and communication, and probably some personal instruction on how to use newly installed technology.

"Overall, the change could have gone much more smoothly," says Wihak. "Looking back, there were a number of communications initiatives we should have marshaled to inform park users ahead of time and help them be prepared for the new equipment. It could have been a lot easier."

Communication is Key

The Saskatchewan Provincial Parks' working group identified the following key communications initiatives that could have assisted in its changeover.

* Integrated communications plan

Communication about the new system should have been the subject of a planned advance program that would have focused energy on tire initiative in the before, during and after phases. "Advance communication is important, as it gives park users time to get used to the idea before they get to the park," Wihak says. "Once they're there, they just want to reach their campsites as quickly as possible, not spend a lot of time figuring out a new payment machine."

In addition, it would have been helpful to have one person responsible for initiating and managing this program. Given the future revenues that can be lost as a result of customer non-compliance, spending some money upfront to ease public understanding of a new system can save public relations difficulties later.

* Piggyback on advertising programs

Saskatchewan Provincial Parks has an annual budget for advertising and communications that encompasses advertising in a number of tourism and recreation publications. Its budget also allows for the production of a parks guide and the maintenance of its Web site. Information on the new pay machines at the six parks could have been incorporated into these communications vehicles to alert readers about the new payment options. Wihak now recommends that all available avenues for communicating with park users (paid advertising or non-paid media coverage) be harnessed to ensure a well-informed public. It may also be necessary to spend money on advertising for the express purpose of communicating the new payment situation.

* Make use of free media coverage

It is worthwhile to send out news releases to various media outlets announcing the new payment system and other fee initiatives. This can lead to free publicity and media coverage in newspapers and magazines. Disseminating a news release publicly ahead of time also serves as official public notice that a change has been announced, and reduces the surprise factor. Being able to say that advertising and media relations were used to announce the new program, and make the public aware of the changes is helpful in discussions with upset park users.

* Location of the pay stations is important

Saskatchewan Provincial Parks also learned that pay-station locations in relation to the park and the entry gate were critical to compliance, especially in settings where the entry gates were not staffed. Wihak notes that, in the final analysis, members of the working group were not really sure if they had specified optimal locations. One question that surfaced was whether the machines should be placed ahead of the park gates or behind. In this case, with the public not fully aware of the new payment system, it is likely drivers would not be looking for a machine regardless of its location.

* Brighter, simpler signage is needed

Saskatchewan Provincial Parks also realized that the signage it used contained too much detail, and was easily ignored by the parks' visitors. A better alternative would have more direct and objective messaging. One suggestion that came from the working group for next year was a small, brightly colored sign simply reading "Pay Here." Or, a sign ahead of the park gate that read, "New Payment System in Effect--Pay at Station Ahead" with an "Effective" date on it to indicate the sign has been up for a while. Again, the location of the signage and what it says is critical to ensuring that people notice and read the signs instead of ignoring them.

* Prepare Q&A for the new system

As Saskatchewan Provincial Parks discovered, the public will ask questions. Often, they are repeated, so it is important to have good, concise answers (called key messages) prepared in advance. Identify key messages--they should be simple, spoken language points that you want to make about the payment system, why it was implemented, how it works and why people should make use of it.

Key messages derive naturally from developing a question and answer sheet in the pre-implementation phase. From there, these messages can be woven throughout all advertising, news releases, fliers and signage, and provide staff in written form speaking points when they are dealing with the public. As the system is implemented and new questions come up, responses to these questions should be developed and refined.

* Staff involvement

Upon analysis, Saskatchewan Provincial Parks now believes there would have been value in the early stages in assigning staff members to be available at the machines to answer questions and explain procedures. The suggested period would last for one to three hours during the middle of the day on weekends, the time during which most of the usage occurs. This goes for many other new pay-station situations as well: ensuring someone is available at the machine to explain the new setup could go a long way toward reducing frustration.

Later in Saskatchewan's park season, one of the six pilot parks did assign a staff member to the pay station on a limited basis, enabling the park to deal with complaints and answer questions immediately, as well as provide instruction on the operation of the new machine. Wihak says the personal assistance led to a big improvement in the public's comfort with the new system.

Taking a proactive approach to communicating about a new payment system can educate users in advance, increase the odds they will buy entry permits the first time through and be satisfied with the service they receive. While this makes good financial sense because there is little or no disruption of revenue streams, it also makes great customer relations sense in today's competitive marketplace. And that is a goal that Saskatchewan Parks, like many public and private organizations, strives continually to reach.

COPYRIGHT 2005 National Recreation and Park Association
COPYRIGHT 2005 Gale Group