There can be a number of reasons why elected officials establish customer service training as a high profile objective embedded in a strategic plan - most commonly because they know or believe there are service delivery breakdowns and expect both service levels and individual interactions to improve. My comments below are offered given that understanding, but may have been quite different if my read of the question was that customer service training resources are being sought to augment an existing framework for establishing, monitoring, and maintaining organizational excellence.There are many paths to achieving and sustaining excellence in municipal service delivery; some of them are well-worn dead-ends, while others lead one down a pathway to success. Choosing which path to follow needs to be a deliberate process informed by an understanding of the lay of the land.Before selecting traditional "customer service training" as the right path, first focus on the outcome desired, presumably something like great programs, services, and interactions, both internally and externally, and consistent across all modes of communication. As you focus on outcomes, be sure to identify and understand the barriers to success.You may find that the absence of basic customer service skills amongst front-line staff and others does not constitute a significant barrier to improved and sustained performance. After all, most staff know how their mode of interaction influences the experience of those they engage; it is an inherent element of human interaction that is refined over time as we mature into adults. A refresher customer service course may reignite awareness of one’s communication style, thereby providing a boost to direct contact interactions; however, when the matter rises to a Board/Council key strategic priority it suggests that something more than running everyone through traditional customer service training is likely needed.Traditional customer service training of front-line employees is often the default response, but is rarely the right answer. If it were that easy, every organization would exhibit platinum-level service delivery on a sustained basis . . . but few actually do, despite their customer service training. What makes some organizations excel and others struggle, characterized by alternating performance surges and declines? Organizations that deliver platinum-level service consistently have identified barriers to success and incorporated polices, practices, and structures to overcome them. Take a look at what Baldrige-recognized local governments do, for instance. I believe there are only two of them nationally: Coral Springs, FL, and Tyler, TX.Do they do customer service training? Undoubtedly. Is that how they started their respective journeys toward excellence? Probably not, unless it was a false start. Customer service training helps new employees get on-boarded in a way that educates them about the organization’s culture, goals, and service delivery expectations. Customer service training helps existing employees keep their focus on the organization’s service delivery commitments. Customer service training does not create the structure for sustained improvement – it augments other more important strategies, such as understanding stakeholder needs and expectations, establishing clear goals and service expectations that are effectively communicated throughout the organization, developing mechanisms for monitoring performance and making any necessary adjustments, provision of adequate resources, etc.Rather than look for traditional customer service facilitated training, my recommendation would be to embark upon a comprehensive strategy for pursuing, achieving, and sustaining organizational excellence – genuine customer service training by any other name. It isn't the path of least resistance, but it does not take one down a well-worn path into a dead end.