customer service conference · 2016-12-08 · this presentation will highlight how we work as a...

Denver Marriott South at Park MeadowsLone Tree, CO

July 14, 2016

Customer Service Conference

Instructed by:Jeffrey Daigle, Sr. Analyst, ESource

Rebecca Shiflea, Affiliate, NewGen Strategies and Solutions, LLCBrigid Woodward, Sr. Analyst, Organizational Development, Tri-State Generation and Transmission Assn.

Mike Allison, Enhanced Power Engineering Supervisor, Colorado Springs UtilitiesDoug Anderson, Strategic Account Manager, Colorado Springs Utilities

Pete Hoelscher, Chief External Affairs & Customer Relations Officer, Platte River Power AuthorityGail Conners, Public Affairs Specialist Senior/Issues Manager, Colorado Springs Utilities

Antelia Ball, Manager, Member Services, United Power, Inc.

WiFi InformationNetwork: Marriott_ConferencePassword: 07798642

RMEL ~ 6855 S. Havana, Ste 430 ~ Centennial, CO 80112 ~ (303) 865-5544 ~ FAX: (303) 865-5548 ~ www.RMEL.org

Thursday, July 14, 2016

8:30 a.m. – 9:30 a.m.Keynote Address: Changing Customer ExpectationsJeffrey Daigle, Sr. Analyst, ESourceEven though utilities pride themselves in competing against other companies in the JD Power rankings, customers aren’t generally comparing utility to utility. Customers are comparing utility experiences to the experiences they receive elsewhere such as with Amazon, Southwest Airlines, and Apple. Learn how these comparisons might impact utility customer service in the future and the need to create holistic products and services that are “sticky” in the customers mind.

9:30 a.m. – 10:45 a.m.Top 10 Tips to Create a Customer Service CultureRebecca Shiflea, Affiliate, NewGen Strategies and Solutions, LLCBrigid Woodward, Sr. Analyst Organizational Development, Tri-StateMost utilities understand the value of promoting a safety culture within their organization. To prosper in the changing energy industry business environ-ment, a service culture is also required. A culture of service exists when you mo-tivate all of your employees to take a customer-centric approach to their regular duties and work activities. While customer service em-ployees are typically trained to put customer needs first when providing support, employees who work behind the scenes also need to be engaged in the service cul-ture. Developing this culture

requires commitment from senior leadership and consis-tency across the utility. This presentation provides ten specific tips to assist utilities in developing a culture of service.

10:45 a.m. – 11:00 a.m.Networking Break

11:00 a.m. – Noon How to Engage with Key AccountsMike Allison, Enhanced Power Engineering Supervisor, Colorado Springs Utilities Doug Anderson, Strategic Account Manager, Colorado Springs UtilitiesLarge commercial customers are increasingly demand-ing high levels of reliability and power quality due to sensitive computing and equipment loads. Colorado Springs Utilities has a dual approach to interfacing with these customers – the traditional Account Manage-ment team and an Enhanced Power Engineering group. This presentation will highlight how we work as a team with the customer to address their needs and con-cerns. We will also discuss our approach to proactively providing power quality in-formation and working with the customer.

Noon – 1:00 p.m.Networking Lunch

1:00 p.m – 1:45 p.m.How to Prepare for Public MeetingsPete Hoelscher, Chief External Affairs & Customer Relations Officer, Platte River Power AuthorityYour success in realizing a positive outcome for your public ties directly to the depth and quality of your preparation. As Abraham Lincoln said, “If had eight hours to chop down a tree,

I’d spend six hours sharpen-ing my ax.” This presenta-tion will offer practical tips and advice to help you ensure a high-level of readi-ness so that you and your organization feel confident before the microphones are turned on.

1:45 p.m. – 2:30 p.m.Issues Management Approach on Communications and Public Outreach Gail Conners, Public Affairs Specialist Senior/Issues Manager, Colorado Springs UtilitiesWhat is a Public Affairs Specialist and what value can they bring to a large project? They can help smooth a project’s execution by assisting the project team to avoid public relations pitfalls, developing clear communications to impacted stakeholders, and winning over project detractors. This presentation will draw on lessons learned from past projects.

2:30 p.m. – 2:45 p.m.Networking Break

2:45 p.m. - 3:00 p.m.Attendee AnnouncementsAny registered attendee is invited to make a short announcement on their com-pany, new products, tech-nologies or informational updates. Announcements may include showing a prod-uct sample but not videos and power point slides. Please limit announcement to 5 minutes.

CONFERENCE AgENdA3:00 p.m. – 3:45 p.m.Channel Information- Omni StudyJeffrey Daigle, Sr. Analyst, ESourceThis presentation will cover the results from the 2015 E Source Omnichannel Study. Even though many things in the future aren’t always clear, one thing is; The need for utilities to take an omnichan-nel approach to its customer service operation. E Source will share the key findings from both the utility and customer perspective and help demonstrate how utili-ties can create a seamless interaction across multiple channels.

3:45 p.m. – 4:30 p.m.Delivering Exceptional Service, One Contact at a TimeAntelia Ball, Manager, Member Services, United PowerThe Contact Center environ-ment has changed dramati-cally due to the use of new technology. In order to continue to deliver on excep-tional service to our custom-ers, utilities have to listen to the needs of the customer and provide options. What options can you provide? How do rules and regulations impact these options? This presentation will highlight what options we offer to our customers; PCI compliance and protecting customer information; how we ensure that our agents are equipped to handle the variety of calls/contacts that come through every day; reasons for a Quality Assurance Program to ensure your customers are getting the best service possible; and embracing a culture that empowers and motivates the Contact Cen-ter team to deliver on pro-viding exceptional service.

FIELD AnD EngInEErIng CUSTOMEr SErvICE COnFErEnCECreating a Customer Service Culture

Continuing Education CertificatesAll attendees will receive a continuing education certificate worth 6.0 Professional Development Hours (PDHs) by rMEL, upon completion of the course. rMEL serves a large territory in which attendees participate in a number of accrediting organizations, each with their own requirements. Depending on the certifying body you are affiliated with, rMEL PDHs may be applied towards your recertification credit. It is the responsibil-ity of the attendee to determine if the credits are applicable to their certifying body and how they may be applied. Use the event brochure, and agenda to determine how the content applies to your certification. The attendee is also responsible for verifying how the quantity of rMEL PDHs convert to your certifying body credits. Typically 1.0 PDH is equal to .1 CEU, but you should always verify the conversion scale.

Thank You RMEL Management Committee

The rMEL Management Committee plans all rMEL Management events. If you’d like to send information

to the committee, email Ashleigh Iverson at [email protected].

CHAIRLindy Fisker

Arizona Public Service SW Division Manager, T&D

Chuck FrancisSr. Manager, Employee

DevelopmentCPS Energy

Tom HaenselBurns & McDonnell

Project Manager

Sarah LaBarreColorado Springs Utilities

Managing Engineer

Tim MallenKansas City Power & Light

Manager, Field Support Operations & Contract Man-

agement

robin SeeleWestar Energy

Director, Customer Experi-ence

roy SteinerPlatte river Power Authority

Manager, Hr

Pat WisdomZachry Holdings, Inc.

Director, Business Develop-ment Construction group

Steve YexleyWestern Area Power Ad-

ministration Electric Power Training CenterEPTC Manager

Keynote Address: Changing Customer Expectations

Jeffrey Daigle Sr. Analyst

ESource

7/14/16

Jeffrey Daigle Senior Research Analyst

E Source

Changing Customer Expectations

© 2016 E Source | www.esource.com 2

Agenda

How utilities and customers have changed Being successful in the future Using customer experience as a differentiator


Utilities Used to Be Seen As


Now Utilities Are Seen as This!

20th Century Model

Source: http://simpsons.wikia.com/wiki/Charles_Montgomery_Burns


So What Happened? Environmental messages

Solar conflicts

Negative press

Regulatory constraints

Courtesy: Community radio for northern Colorado


Customers Used to Be Seen As


Now They’re Seen As


Number of Gadgets by Consumer Age

Nielsen-E Source 2012 survey 4/12. N=35,143 Q24. How many of each of the following items do you have in your home?

Cell/smartphones, TVs, game consoles, DVRs, computers, tablets, printers, cable boxes, wireless networks …


Demographic Shifts

Source: US Census; Ad Age; USA Today

1 in 6 Americans identify as Hispanic

28% of residences are single-occupied

Women are becoming the majority of heads of household


The “Echo Boom” and Millennials

The millennial population is almost as large as the baby boomers—some say larger, depending on how you measure it

The millennials are children born between 1980 and 2000 (births peaked in 1990), a cohort called by various names


Millennials Are Different Consumers

Spend on things they “love”

Thrifty shoppers

Embrace the “Sharing Economy”

Desire products that give a sense of belonging

Connected 24/7

How Millennials Shop What They Desire

Solutions from trusted “partners”

Corporate social responsibility

Honest messaging

Power to change their world


The OLD Utility Success Paradigm

Build and grow

Increase sales

Enhance reliability

20th-Century Model


The New Utility Success Paradigm

21ST-CENTURY MODEL

Customer experience beyond reliability & customer service

Increased value

Products & services


Who Do Customers Want to Deliver Their Energy Services?

84% Their electric utility 19% Third-party energy management company 16% Wireless phone company 15% Cable company 11% Landline phone company

Source: Navigant, via presentation Smart Grid News/Pike Jan. 16th Webinar, Part 2: Customer Attitude Research, Bob Lockhart, Navigant


If your electric utility were given a grant to improve part of its business, which would you most like to see it invest in?

1. Improved reliability: Reducing outages, quicker outage response

2. Cleaner power: More pollution controls, more renewable energy

3. Better customer service: Better phone service, better website, better billing information

4. More programs and services: To help customers lower their energy use through appliance rebates, weatherization services, and energy savings info

Source: The Nielsen Company 2013 Energy Survey


Improved reliability

22%

Cleaner power 28%

Better customer service

6%

More programs

and services to help

customers lower their energy use

44%

Source: The Nielsen Company 2013 Energy Survey

If your electric utility were given a grant to improve part of its business, which would you most like to see it invest in?


39% 42%

45% 48%

50% 52%

64%

Percent rating electric provider’s overall performance as “very good”

Residential Energy-Use Study || © 2013 E Source

EE Program Participation and Customer Satisfaction

0

2 3

4 5

6

1

Number of programs participated in


Customers Aren’t Comparing Utilities to Other Utilities …


The Bar Is Being Set by Other Companies


The Brand “Didn’t See It Coming” Award Winners

Sears OWNED the retail–mail-order space for over 100 years Sears was broad and

deep, held the VALUE brand position What were they DOING

and THINKING during their strategic discussions about Internet commerce?!?


The Brand “Didn’t See It Coming” Award Winners (cont.)

Blockbuster OWNED the movie rental space Netflix was a small upstart

with a very different model Blockbuster underestimated

the appeal of Netflix: Self-service Convenience No late fees Web-suggestion software Streaming movies


The Brand “Didn’t See It Coming” Award Winners (cont.)

Kodak OWNED the film and film-processing space Kodak knew digital was

coming and still didn’t compete until too late Competition came from

unlikely sources that really weren’t in the consumer photo space: Sony, Canon, Olympus


What If You Were an Executive at These Companies?


But a Great Customer Experience

Isn’t About Simply Offering Great Service


Which Retailer Gets the Highest Experience Ranking? (Temkin 2015)

Macy’s Sam’s Club Nordstrom Petsmart Apple Store


Experience Ranking Among 293 Companies (Temkin 2015)

#4 Petsmart #41 Sam’s Club #60 Nordstrom #89 Macy’s #100 Apple Store

Source: Temkin Group Q1 2015 Experience Rating Customer Benchmark Survey


What Becomes “Contagious” in the Market?

Social currency

Triggers

Emotion

Public / norms

Practical value Adapted from Contagious: Why Things Catch On by Johan Berger (2013)


Common Utility Mission Statements

We make people’s lives better by providing gas and electric services in a sustainable way—affordable, reliable, and clean.

Provide clean, reliable, affordable energy to our customers—24 hours a day, seven days a week.

We generate and distribute electric power, and invest in energy services and technologies, including renewable energy.

Providing clean, safe, reliable electricity and natural gas to more than ...


Utilities Might Consider These ...

Comfort Illumination Automation Power your lives Help your business grow Security We got your back[up]


Takeaways I Hope You’ll Think About

It’s time to [re]think customers and brand Embrace customer experience as a way to

make your brand “sticky” Consider the holistic experience that extends

beyond customer services


Jeffrey Daigle Senior Research Analyst, Customer Experience Practice 303-345-9183 [email protected]

For More Information

Have a question? Ask E Source! Submit an inquiry: www.esource.com/question

http://www.esource.com/question

Top 10 Tips to Create a Customer Service Culture

Rebecca Shiflea Affiliate

NewGen Strategies and Solutions, LLC

Bridgid Woodward Sr. Analyst, Organizational Development

Tri-State Generation and Transmission Assn.

July 14, 2016

RMEL CUSTOMER SERVICE CONFERENCE Top 10 Tips to Create a Customer Service Culture

Presented by: Brigid Woodward and Rebecca Shiflea

NEWGEN STRATEGIES AND SOLUTIONS, LLC

Agenda

• Introductions • Organizational Culture • Examples of Great Customer Service • Top 10 Tips

2


• Culture is defined as a set of shared attitudes, values, goals, and practices

• For an organization, it is a way of thinking and working that exists within the company

Organizational Culture

3


Utility Culture

• The electric utility industry is experiencing unprecedented change based on technology and choice

• Challenges to the utility business model are significant

• The way utilities conduct business is evolving

• How can a utility create a culture of service in the midst of these changes?

4


Service Culture

• A culture of customer service involves beliefs, values, behaviors, and actions that form the foundation upon which policies and interactions with customers are built

• Mary Jo Bitner, Executive Director of Arizona State University’s Center for Services Leadership, and Valerie Zeithaml, the David S. Van Pelt Family Distinguished Professor of Marketing at University of North Carolina Chapel Hill define service culture:

5

“Culture where an appreciation for good service exists, and where giving good service to internal as well as ultimate, external customers is considered a natural way of life and

one of the most important norms by everyone.”


Pop Quiz #1

What company says “We like to think of ourselves as a Customer Service company that happens to fly airplanes (on schedule, with personality and perks along the way)”?

6


Pop Quiz #1 (cont.)

What company says “We like to think of ourselves as a Customer Service company that happens to fly airplanes (on schedule, with personality and perks along the way)”?

Answer: Southwest Airlines

7


Great Customer Service

• When someone mentions “great customer

service” what brand do you think of? – Insurance: USAA – Retailer: Nordstrom – Hotels: Ritz Carlton – Electronics: Apple – Airlines: Southwest – Online retailer: Amazon.com or Zappos.com

8


How Can a Culture of Service Benefit Utilities?

Satisfied customers…

9


• Pays on time • Receives an online bill (how much does it

cost your utility to mail out a bill?) • Participates in programs you offer

(e.g., demand response, time of use rates)

• Does not call the call center (how much does it cost your utility to answer a typical call?)

• Does not protest rate increases • Does not push back against new

technology (e.g., smart meters) • Acts as an ambassador for your utility

What Makes an Ideal Utility Customer?

10

NEWGEN STRATEGIES AND SOLUTIONS, LLC 11


Top 10 Tips for Building a Customer Service Culture

1. Engage leadership 2. Understand and engage customers 3. Hire the right people 4. Educate and train for culture 5. Retain the best 6. Empower your employees 7. Align culture 8. Communicate success 9. Reward and recognize 10.Track metrics

12


Engage Leadership

• Organizational culture of your utility starts at the top – Senior leadership must be engaged in setting the vision,

modeling correct behavior, and rewarding success – Words and actions of senior management set the tone

for employees – Successful communication of shared purpose of customer

service – Every employee understands that the quality of service

provided to customers is impacted by THEIR job

13

1


Engage Leadership (cont.)

• Tri-State Example – How we speak: member focus in all things – All-hands Customer Service training (up to

and including CEO) – Executive team attendance at member

systems annual meetings – Employee plan

• Making a difference for our Member Systems • Making a difference in our communities • Making a difference for each other

14

1


Understand and Engage Customers

• Customers’ needs and expectations about their relationships with their electric providers are changing

• Your customers may want – More environmentally friendly options – Reduced dependence on their electric provider – Opportunity to reduce their monthly electric bills

15

2

Understanding customer expectations enables utilities to offer products and services that respond to customer needs

– which in turn supports the service culture.


Understand and Engage Customers (cont.)

• Tri-State Example – Organizational Structure – Work groups

• Rate Committee • Communications Group • Member Managers

• Forward thinking portfolio mix

16

2


Hire the Right People

• Utilities across the nation are challenged by an aging workforce – Recruiting and hiring the “right people” to sustain a

service culture is of the utmost importance – Job candidates with the right qualifications,

experience, and skill sets do not always have the right attitude and mindset to effectively support the utility’s goals

– In hiring to support a customer service culture, interviewing applicants is essential to understanding who they really are

17

3


Hire the Right People (cont.)

• Tri-State Example – Veteran Initiatives (statewide and national) – Interns and Rotational employees – More robust hiring flexibility – Utilization of social media platforms – New pre-employment testing process

18

3


Educate and Train for Culture

• Providing exceptional service can be taught

• Employee orientation should indoctrinate new employees in the culture of the utility

• From the start, provide examples of what great service looks like within your utility

• Training needs to establish the link that ties the interests of each employee are tied to the overall organization, and how both benefit from a focus on service improvement

• Training should be ongoing

19

4


Educate and Train for Culture (cont.)

• Tri-State Example – New Onboarding video and improved process – Developmental opportunities

• Leaders as Teachers • Leadership Development Program • Emerging Leaders Program • Crucial Conversations • Business Writing

20

4


Retain the Best

• Utilities that expect their employees to provide great service also need to make it a rewarding and fun experience

• A service culture creates a better work environment, which engages and motivates employees to improve performance and helps organizations attract and retain superior talent

• Firms that provide exceptional customer service know that they need happy, engaged employees to have satisfied customers; they make sure that even employees who do not directly interact with customers understand how their work affects customers

21

5


Retain the Best (cont.)

• Tri-State Example – Updates to compensation and salary structures – Exceptional benefits

• Educational Assistance • Retirement (401k AND pension) • Excellent health insurance

– Family-friendly environment – focus on work/life balance

– Opportunities for growth and development – Employees Association

22

5


Pop Quiz #2

Which of the following generational groups currently makes up the largest number of employees in the U.S. workforce?

– Baby boomers – Generation X – Generation Y (Millennials)

23


Pop Quiz #2 (cont.)

Which of the following generational groups currently makes up the largest number of employees in the U.S. workforce?

– Baby boomers – Generation X – Generation Y (Millennials)

Answer: Generation Y (Millennials)

24


Pop Quiz #2 (cont.)

Who are your new employees?

25


Pop Quiz #2 (cont.)

• What Millennials (Gen Y) are looking for at work: – Opportunities to learn – Money – Advancement opportunities – Mentoring

26


Empower Your Employees

• There are many ways to satisfy your customers – Organizations that exhibit a culture of service give

employees the power to satisfy customers – Customer-focused companies allow employees

the latitude to find creative solutions • Within the framework that the outcome should be

favorable for the customer, and not hurt the utility (e.g., financially, legally)

• Should enhance the relationship between the organization and the customer

27

6


Empower Your Employees (cont.)

• Tri-State Example – Restructuring of Member Services

• Relationship managers – Employee Idea program – Educational opportunities that allow for

networking and sharing of ideas – Routine surveying of employees

• Benefits • Wellness program • New Employee feedback • Intranet design

28

6


Align Culture

• A culture of service is developed through the alignment of values and behaviors – Espoused by leadership – Embraced by employees – Sustained by the organization’s structure and

policies • Management must model exceptional service, not only

to customers, but also with internal staff and peers • Improving the customer experience must be the

responsibility of everyone in the organization, not just the customer service department

29

7


Align Culture (cont.)

30

7



• Support customer service goals though alignment of values and behaviors – Policies and procedures – Job descriptions – Employee performance evaluations – Compensation practices – Customer service policies to nurture

outstanding service

31

7



https://www.youtube.com/watch?v=5CcLIPaUz3E

32

7







• Tri-State Example – Policies, Programs and Procedures – Job Descriptions

• Customer service part of description • Updated consistently

– Employee evaluations • Evaluated yearly on customer service

– Communication • The Grid • Messages from CEO

– Increased focus on community involvement

33

7


Communicate Service Success

• To engrain service into the culture, an organization must talk about it every day

• Develop ways of recognizing employee accomplishments when delivering exceptional customer service

• Celebrate successes • Communicate about the accomplishments

– Internally – reinforces the message “we value this”

– Externally – tells your story; may go viral 34

8


Communicate Service Success (cont.)

• Tri-State Example – Articles on intranet

• “Hat’s Off to…” • “On the Move”

– Robust communications group (internal and external)

• Social media posting • Newsletters

– Employee meeting mentions

35

8


Reward and Recognize

• Behavioral research shows that you get more of the behavior you reward – Organizations must recognize and reward

employees for good service behavior • Article in employee newsletter • Plaque awarded at recognition

lunch • Hand written note from senior

management • Cash awards • Gift certificates

36

9


Reward and Recognize (cont.)

• Tri-State Example – Employee Recognition program – Raises and promotions

37

9


Track Metrics

• What gets measured gets done – The fact that something is being measured

increases motivation to perform; it can engender a sense of competition in employees or within oneself to achieve or exceed the goal

– Provides accountability

38

10


Track Metrics (cont.)

• Tri-State Example – KPIs

• Gross Margin at Risk • Plant Availability • Lost Time Rate • Transmission Circuit Outage Duration Index • Numerous department specific KPIs

39

10


Contact Us

40

Rebecca Shiflea Affiliate / Consultant

NewGen Strategies and Solutions, LLC (720) 939-4126

[email protected]

Brigid Woodward Sr. Organizational Development Analyst

Tri-State G&T (303) 254-3517

[email protected]

How to Engage with Key Accounts

Mike Allison Enhanced Power Engineering Supervisor

Colorado Springs Utilities

Doug Anderson Strategic Account Manager Colorado Springs Utilities

Key Accounts - Power Quality/Reliability

Mike Allison Energy Technical Services

Doug Anderson Business Account Manager

Colorado Springs Utilities Current business climate

Political environment Utilities is an enterprise of the City of Colorado Springs

Governance structure • City Council serves as the Utilities Board (as of today)

Four-service utility Customer Meter Counts

1. Electric = 212,966 2. Gas = 189,111 3. Water = 135,019 4. Wastewater = 131,588

Electric service Low rates, high reliability, natural cooling, low incidence of natural

disasters Offer options to our customers

BALANCE

EPS Triple

Constraint

Customer

Balance

We strive to achieve a balance between the Customer, Reliability, and Rates.

Key Accounts Revenue – (sum of all four services)

Special Contract Rates

Political Sensitivity

Power Quality vs. Reliability Customers often use the terms Power Quality

(PQ) and Reliability interchangeably; however, in the utility industry they are quite different.

1. Power Quality is often defined as the electrical

network’s ability to supply clean and stable power.

2. Reliability can be simply defined as power that’s there when you need it.

Power Quality Power Quality needs vary significantly from

customer to customer, depending upon the sensitivity of their equipment behind the meter.

Power Quality “blips” can be caused by may things, such as equipment failure, animals, storms, transmission events, etc.

For those customers with highly sensitive equipment and a need for consistently “clean” power; the solution is special equipment behind the meter.

Reliability Options 1. Onsite Generation

2. Uninterrupted Power Systems (UPS)

3. Redundant Service (Enhanced Power Service)

Enhanced Power Service First installation was almost 50 years ago;

definition added to Tariffs in 2011 Enhanced Power Service: An optional service,

available by contract, for Customers who receive service under an Industrial Service Electric Rate Schedule and require a higher level of electric availability than standard commercial service.

ENHANCED POWER SERVICE First EPS Customer in 1963 Chidlaw Building was home to NORAD

Current EPS Customer Base Data Centers (5) Manufacturing (5) Hospitals (2) City (1) Utilities (4)

TARIFFS & STANDARDS (RCC)

Reserved Capacity Charge Represents the amount of capacity that the Customer

is reserving that is unavailable for use to other customers.

$0.0297 per kW per day (2013) $0.0396 per kW per day (2016) Based on the greater of On-Peak or Off-Peak Billing

Demand or Projected Peak Demand.

Tariffs & standards (O&M) Operations & Maintenance Charge Flat monthly charge Based on the percentage of the Customer load per

circuit and/or substation capacity multiplied by such factors as replacement cost, depreciation percentage, O&M cost per system mile, and miles to the Customer site.

Who Does What? Key Account Manager First point of contact Explains what Enhanced Power is, benefits and

pricing fundamentals Elevates customer request to the Enhanced Power

Core Team

Who does what? • Enhanced Power Engineering

• Degreed, Power Engineer on call 24X7X365 • SME on the CSU electric system • Review design of CSU feeds to customer • Interface with the customer and the AM

• Outages – both scheduled and emergency • Power Quality • Equipment testing

• Works with control center to minimize impact to customers on day to day switching

Enhanced power engineering • Current staffing

• Energy Technical Services Managing Engineer • High level management of team • Enhanced Power Service Management Team

• Chair of this team along with other Managers • Supervisor (Position being eliminated)

• Day to day supervision of group • Back up if needed

• Sr. Electrical Engineer • Contact for EPS customers

• Electrical Engineer • Power Quality

• Project Manager I • Oversees the Enhanced Power Process

Enhanced power process • New or existing customer requests EPS • EPS S.C.O.P.E. Team meets to review request

• System – Project Manager • Customer – Account Manager • Operations – Enhanced Power Engineering • Planning – Electric Planning • Economic – Economic Development

• Prepares estimates, capitol and O&M • Completes contracts and final design • Build, operate and maintain the service

The EPS Process … Before Customer

Estimate Design

Planning

Legal

Contract

Tariffs

Operations

Mayor

Requirements

Payment

CEO

Construction

The EPS Process … After • Structure • Role Clarity • Team Approach • Documented Process

• Formality • Consistency • Standardization • Terms & Definitions

Tool Box Internal External Internal/External Intake Form Request Form Infrastructure Agreement Screener Orientation Packet Service Agreement

Estimating Standards Fact Sheet/FAQs Operating Agreement

Estimating Templates Terms & Definitions Tariffs & Standards

Process Flow Explanation of Charges

Roles & Responsibilities Step-by-Step Guide

“The right tool for the right job.”

Options for EPS at CSU • Primary Metered

• Point of Common Coupling (PCC) is the Primary Meter • Customer responsibility

• Transfer equipment • CSU owned • Customer owned

• Secondary Metered • PCC is the secondary bushings of the transformer(s) • Transfer equipment

• CSU owned • Customer owned

Primary Metering • Primary metered EPS

customer • CSU owns primary

meter • Customer owns all

downstream equipment

• PCC is where customer’s cables attach to primary

t

Secondary Metering • Secondary metered

EPS customer • CSU owns transfer

switch (ATO), cables, transformers

• PCC is secondary bushing of the transformers

S&C Vista Switch • Only type of

Automatic Throw Over (ATO) that CSU will install

• 10 Second transfer • Keep a spare in the

warehouse

Questions?

Mike Allison Energy Technical Services

Colorado Springs Utilities 719-668-5573 - Office

[email protected]

Doug Anderson Business Account Management

Colorado Springs Utilities 719-668-3587 - Office [email protected]

How to Prepare for Public Meetings

Pete Hoelscher Chief External Affairs & Customer Relations

Officer Platte River Power Authority

How to Prepare for Public Meetings

RMEL Field Engineering Customer Service Conference

Pete Hoelscher

July 2016

Today’s Discussion

• Defining Success • Governance and Process • Assessing the Actors • Frames and Facts • Your Message

Defining Success

Defining Success

• Why are public meetings so often stressful?

• “City Hall belongs to me”

– everything is personal

• Process and governance varies

• Misinformation and misunderstanding

• Poor planning

• They involve humans

Defining Success

• What can you influence? • What can you control?

Defining Success

• What is the Outcome you seek?

• Formal approval

• Issue clarification

• Public support

• Less opposition

“In preparing for battle I have always found that plans are useless, but planning is indispensable.”

- Dwight D. Eisenho

Defining Success – Situations • Acquiring new generation

• Sitting a power plant

• Restructuring rates

• Revising low-income programs

• Building a transmission line

• Selecting a general manager

• Introducing efficiency programs

• Expanding service area

• Adding a substation

Governance and Process


https://bouldercolorado.gov/city-council/speaking-at-council-meetings











• Type of meeting? • Time limit? • Process used for public comment? Is it enforced?

Clear?


“The time to prepare the roof is when the sun is shining.”

- John F. Kennedy

• Are there norms? • How does the

mayor or commission chair run the meeting?

• What is my relationship with the mayor or chair?

• What is my relationship with the council or

commission members?

• What is my organization’s

relationship with those

individuals?

Assessing the Actors


Vendetta

Historical feud Watchdog

Serial complainers Media

Assessing the Actors Challenges

• Personal attacks • Yelling and cursing • Exceeding time

limits • Costume brigade • Misinformed • Note: Nervousness

may manifest as rudeness

First amendment trumps civility


ADD ART

Know your audience • Who is participating? • What’s in it for them? • How much do they know about this topic? • Who are the influencers?


Know your audience • Who are the supporters? • Who are the detractors?

• What are the personality profiles? • What will be asked?

Frames and Facts

Frames and Facts •Challenge: Minds rely on frames, not facts

•Concepts don’t change just with facts

•“That’s irrational, crazy, or stupid."

• Risk of loss vs. prospect of gain

Frames and Facts • Conventional wisdom

• Crisis is a powerful motivator for change • Facts and analysis sway decisions

• Reality • Behavior change happens mostly by speaking to

people's feelings

Frames and Facts

You

Council member

Citizen A

Citizen B

• Express genuine interest • Check for understanding • Know when to remain silent • Don’t demonize the speaker • Express empathy • Show respect • Stay focused

Frames and Facts

Your Message

Your Message – Make it C.L.E.A.R. Context – Don’t just jump into the topic

Logical structure – Organize the message; don’t ramble

Essential elements – Cut out what’s not needed; short and simple

Ambiguity reduction – Choose specific, clearly defined and familiar words, and avoid vague terms

Resonance – Provide stimulating elements that resonate with the audience; don’t bore them with dull messages

Leverage communication staff expertise

Your Message - After Action Review

• What happened? • What did I want to happen? • Why was it different? • Why was it what I expected?

Remember to … 1. Assess and understand the audience 2. Anticipate the questions and issues 3. Know the public comment/participation process 4. Understand the current relationship with the

mayor and council 5. Make your message C.L.E.A.R.

“If you don’t know where you are going, you will end up some place else.”

“In the end, people are persuaded not by what we say, but by what they understand.”

– John Maxwell

Questions

Issues Management Approach on Communications and Public

Outreach

Gail Conners Public Affairs Specialist Senior/Issues Manager

Colorado Springs Utilities

Issues Management in Communications

and Outreach

July 14, 2016

Gail Conners Colorado Springs Utilities

1

What is it?

“Issues Management is

Crisis Management in

Peacetime.” Lee Anderson, General Mills

2

3

• An issue exists when there’s a gap between stakeholder (or customer) expectations and an organization’s policies, performance, products or public commitments.

• Issue management is the process used to close that gap.

What is it?

It’s Fire Prevention…

4

Versus…

Fire Fighting…

What is it?

Issues Have a Life Cycle…

The Stakeholder Company

Tracking an issue’s life cycle


Managing Expectations…

“Managing expectations involves behavioral economics – shaping what people expect from you and then meeting those expectations.”

Nir Kossovsky, CEO, Steel City RE

Expectations typically fall into six key areas:

–Safety, ethics, quality, security, sustainability and innovation.

8

Issues Management…

Combines elements of reputation risk management, as well as the fundamentals of public process, or citizen engagement. Strategic tools such as the Institute for Participatory Management and Planning’s (IPMP) Systematic Development of Informed Consent and Citizen Objective by Planning (CPO) courses are at the heart of public issues management.

9

Failure To Do So….

10

What Will the Headline Read?

The Bleiker Lifepreserver

1. There is a serious Problem or Opportunity, one that has to be addressed. 2. (We) are the right entity to be addressing it, and in fact, given our mission, it would be irresponsible for (us) not to address the problem. 3. The way (we) are going about it, the approach (we’re) using is reasonable, sensible and responsible. 4. (We) are listening, (we) do care – if what (we’re) proposing is going to hurt someone, it’s not because (we) don’t care, it’s not because (we’re) not listening.

11

12

Our mission is to reduce or eliminate risk to the organization’s reputation or business, as well as that of our stakeholders – our citizen-owners who give us license to operate. If we do our job well, it may never be known there was a problem. Building awareness through education and communication Building trust through relationships and coalitions Building confidence through transparency, authenticity and

openness Building upon SDIC and issues management best practices

Colorado Springs Story…

An issue ignored, is a crisis invited. Examples:

• Southwest Water Treatment Facility • Briargate Underground Transmission Line • Monument Transmission • Animal hospital • Apartment complex – multiple transformers

13

Colorado Springs Story…

S.W. Water Treatment Facility

14 Colorado Springs Gazette, July 13, 1998

Original proposed treatment facility

Eventual pipeline project

Briargate 115kV Transmission

Aug., 1989 Meeting held to let public know about construction of new transmission line in the north end of Colorado Springs. Dec., 1990 While foundation was being laid for line, Utilities started to receive numerous calls to protest it. Jan., 1991 Construction suspended. Feb., 1991 Underground transmission task force formed. Oct., 1991 Council supports burying Cottonwood to Briargate line. 1993 Under construction 15

Outcomes…

16

From Underground Transmission Task Force, 1991

Outcomes…

17

Monument- to-Kettle Creek • 115kv line • Four miles of work • 75 ft. easement within close

proximity to homes, and a golf course

• NOT our customers! • Worked with golf course,

homeowners, HOA and Mountain View.

• Identified any issues early on.

Outcomes…

18

• 24-Hour Vet Hospital

• Multiple Transformers at Apartment Complex

What Would You Do?

I.M. Four-Step Process

• Issue Identification • Issue Analysis • Priority Setting • Issue Action • Evaluate results

19

I.M. Planning

20

Process Product

Scan the Environment Situational Analysis

Identify Issues Issue Definition

Determine Impacts Impact Analysis

Determine Desired Outcomes Goals and Objectives

Identify Stakeholders Audiences

Determine Messages Message Strategy

Determine Tactics Message Delivery Tactics

Determine Resource Requirements Budget

Measure Results Evaluation

What’s Your Commitment?

21

INFORM CONSULT INVOLVE COLLABORATE EMPOWER

Public Participation Goal

Provide public with balanced and objective information to assist them in understanding the problem, alternatives, opportunities and/or solutions.

To obtain public feedback on analysis, alternatives, and/or decisions.

To work directly with the public throughout the process to ensure that public concerns and aspirations are consistently understood and considered.

To partner with the public in each aspect of the decision, including the development of alternatives and identification of the preferred solution.

To place final decision-making in the hands of the public.

Promise to the Public

We will keep you informed.

We will keep you informed, listen to and acknowledge concerns and aspirations, and provide feedback on how public input influenced the decision.

We will work with you to ensure that your concerns and aspirations are directly reflected in the alternatives developed and provide feedback on how public input influenced the decision.

We will look to you for advice and innovation in formulating solutions and incorporate your advice and recommendations into the decisions to the maximum extent possible.

We will implement what you decide.

Example Techniques

• Fact sheets • Web sites • Open houses

• Public comment • Focus groups • Surveys • Public meetings

• Workshops • Deliberative

polling

• Citizen advisory committees

• Consensus-building

• Participatory decision-making

• Citizen juries • Ballots • Delegated

decision

From IAP2

EIRP Promise…

2015 EIRP It was a collaborative effort that promised we’d look to the public for advice and innovation in formulating solutions and incorporate advice and recommendations into decisions to the maximum extent possible.

22

Promise to the Public…

23

Interactive Process…

24

Why Is It Important?

• Uses risk analysis to reduce costs/improve service.

• Identifies and implements ways for citizen-owners to benefit.

• Enhances public involvement in planning and decision-making.

• It has an integral internal process that incorporates strategic planning, project management, public affairs/corporate communication. 25

Common Mistakes

26

Ignoring employees. Not including everybody (internal).

Getting too close to the involved public.

Not including everybody (external).

Waiting too long to start makes implementation more difficult.

Not clarifying the relationship to decisions.

Having unclear goals or purpose. Not providing enough time.

Insufficient management commitment.

Coming up with the answer to early.

Insufficient flexibility to respond. Lack of governing board support.

Not providing timely updates.

Credibility and Accountability

Issues Management, using Bleiker techniques is about credibility and accountability. It’s hard to come by and easily lost. If you don’t have it – create it. If you have it, protect and nurture it.

27

For More Information…

Institute for Participatory Management www.consentbuilding.com

831.373.4292

Issues Management Council www.issuemanagement.org

703.777.8450

Gail Conners Colorado Springs Utilities

719.668.8012 [email protected] 28

http://www.consentbuilding.com/

http://www.issuemanagement.org/

Channel Information – Omni Study

Jeffrey Daigle Sr. Analyst

ESource

July 14, 2016

Jeffrey Daigle Senior Analyst, E Source

Key Findings from the E Source Omnichannel Survey 2015


Why Omnichannel?


Customers Ages 35 and Up Prefer Traditional Channels for Company Interactions

Age 35 and up (n = 469)

Rate the importance of a company using a mobile app, text messaging, and online chat channels significantly lower

Less likely to say they are “always”

able to resolve their reason for contact

on a company’s website

?

More likely turn to phone / live agent first for customer service

interactions with a company


Customers Ages 18–34 Are Highly Connected to Newer Digital Channels

Ages 18–34 (n = 333)

More likely to say they are “always” online with access to the Internet for personal reasons

More likely to have used online chat, text message, social media, or mobile app to interact with a company in the past 3 months

More likely to turn to online chat first for customer service interactions

Less likely to say they are “very familiar” with the phone / live agent channel


We believe it’s critical for an omnichannel study to explore both the utility and customer perspectives. E Source pursued a unique approach to combine two survey audiences into a single study.

Study Background

Residential customers “Voice of customer” (VOC)

Utilities “Voice of utility” (VOU)

+


Both customers and utilities completed surveys about 8 customer-facing channels:

The utility audience completed a 9th survey about their overall omnichannel strategy.

1. Website 2. Email 3. Phone / live agent 4. Phone / interactive

voice response (IVR)

5. Online chat 6. Text message 7. Social media 8. Mobile app

Study Background (cont.)


Voice of Customer (VOC) Audience Representative sample of 802 residential customers

in the US & Canada Survey fielded during summer 2015

Age of Residential Customer Respondents

13

12

9

24

25

17

0 20 40 60 80 100

65 or older

55 to 64

45 to 54

35 to 44

25 to 34

18 to 24

Percentage of respondents

Age r

ange

© E SourceBase: Total sample (n = 802). Question S1_5: What is your age range?


Voice of Utility (VOU) Audience

Omnichannel Survey Number of utilities Website 47 Email 42 Phone / Live agent 44 Phone / IVR 46 Online chat 44 Text message 45 Mobile app 42 Social media 46 Omnichannel strategy 42

North American utilities participated in total 51

Utility Respondents’ Fuel Type

Dual41%

Electric49%

Gas10%

© E SourceBase: Total omnichannel survey sample (n = 51 utilities).


Collaborating with the IT Department to Facilitate Omnichannel Opportunities

The utility information technology (IT) department can be the catalyst that drives a more cross-functional approach to CX.

Only 20 percent of respondents indicate that their IT department is very integrated (9 or 10) with the business as it pertains to creating an omnichannel experience.

Communicate the benefits to help create awareness and desire to support change.

How well is IT integrated with the business as it pertains to creating an omnichannel experience for your customers?

(on a scale of 1 to 10 where 1 is not at all integrated and 10 is very integrated)

51% 29% 20%

0% 20% 40% 60% 80% 100%Percentage of respondents

Omnic

hann

el ra

ting 1 to 6 7 to 8 9 to 10

© E SourceBase: Omnichannel strategy survey respondents providing a response (n = 41 utilities). Question S2_25: Thinking about your information technology department (IT), how well is IT integrated with the business as it pertains to creating an omnichannel experience for your customers?


Moving from Multichannel to Omnichannel

Base: All omnichannel strategy survey respondents (n = 42 utilities). Question S2_10: Does your utility provide an omnichannel experience for your customers? For the purpose of this survey, n omnichannel experience is a holistic approach to provide the customer with a seamless and integrated experience regardless of the channel.

Single channel Multichannel Cross-channel Omnichannel

2% 71% 24% 2%

To move toward an omnichannel approach, it’s not necessary to ensure that every interaction is available across every channel.

For each type of interaction, guide customers toward the channels that are most effective for completing the task quickly and easily with your utility.


Customers Agree the Quality of Utility Interactions Is Behind That of Other Industries

Look to the banking industry for best-in-class examples across channels.

How would you rate the quality of services received across all channels when interacting with the following industries?

Average rating

8.3

8.1

7.9

7.8

7.6

7.6

7.6

7.7 38

39

40

40

42

43

46

53

0 20 40 60 80 100

Utility/energy provider (n = 396)

Retail (n = 431)

Internet provider (n = 429)

Cable TV/satellite (n = 410)

Mobile phone provider (n = 408)

Insurance (n = 393)

Airline/travel (n = 276)

Banking (n = 513)

Percentage of respondents rating quality across all channels as excellent(9 or 10 on a 10-point scale where 1 means poor quality and 10 means

excellent quality)

Indus

try

© E SourceBase: Respondents who have used more than one channel to interact with a company in the past 3 months (n varies as shown above). Question S12_11: On a scale of 1 to 10 where 1 is poor quality and 10 is excellent quality, how would you rate the quality of services received across all channels when interacting with the following industries?


Customers and Utilities Agree on the Importance of Omnichannel Experiences

*On a scale of 1 to 10 where 1 is not at all important and 10 is very important. Please see Omnichannel Strategy Survey appendix and voice-of-customer appendix for methodology details on these survey questions.

Importance of a company providing customers with

ability to choose how to be contacted*

8.6

9.0

Importance of a company providing customers with

a consistent brand experience*

8.6

8.7

Voice of utility

Voice of customer


Importance of Capturing Interactions and Information in Real Time

On a scale of 1 to 10 where 1 is strongly disagree and 10 is strongly agree, how much do you agree or disagree with the following statement for your utility: “If I have reached out to a company, I expect the interaction to be captured and the information collected to be available across all channels in real time”

On a scale of 1 to 10 where 1 is strongly disagree and 10 is strongly agree, how much do you think your customers agree or disagree with the following statement: “If I have reached out to a company, I expect the interaction to be captured and the information collected to be available across all channels in real time”

8.3

8.9

*Please see Omnichannel Strategy Survey appendix for methodology details on these survey questions.

Voice of utility

Voice of customer


7.3

7.3

7.3

7.4

7.6

7.6

7.8

7.9

1 2 3 4 5 6 7 8 9 10

Internet provider (n = 429)

Cable TV/satellite (n = 410)

Retail (n = 431)

Utility/energy provider (n = 396)

Mobile phone provider (n = 408)

Insurance (n = 393)

Banking (n = 513)

Airline/travel (n = 266)

Average rating (on a scale of 1 to 10 where 1 is not at all seamless and 10 is

very seamless)

Indus

try

© E SourceBase: Respondents who have used more than one channel to interact with a company and have interacted with each industry in the past 3 months (n varies as shown above). Question S12_2: On a scale of 1 to 10 where 1 is not at all seamless and 10 is very seamless, how seamless of an experience do you typically have when interacting with a company across multiple channels in the following industries?

Seamlessness of Customer Interactions

How seamless of an experience do you typically

have when interacting with

your [utility] across multiple

channels?*

How seamless of an experience does your utility

provide customers when interacting with them across

all channels?*

7.4

6.1 *On a scale of 1 to 10 where 1 is not at all seamless and 10 is very seamless. Please see the Omnichannel Strategy Survey appendix for methodology details on these survey questions.

Average Seamlessness of Experience Interacting with Different Industries Across Channels

Voice of utility

Voice of customer


Utilities Believe They Are Lagging Behind Other Industries

When it comes to creating an omnichannel experience for customers, utility respondents overwhelmingly view their own industry as being behind relative to other industries.

VOU: Overall, how would you rate the utility industry relative to other industries in creating an omnichannel

experience for their customers? Utility industry

is ahead of other

industries0%

Utility industry is behind other

industries78%

Utility industry is the same as

other industries

10%

Not sure12%

© E SourceBase: Total omnichannel strategy survey sample (n = 42 utilities). Question S2_12: Overall how would you rate the utility industry relative to other industries in creating an omnichannel experience for their customers?


Customer Channel Usage with Any Company in the Past 3 Months

1

17

22

23

32

42

55

59

65

0 20 40 60 80 100

Other, please specify:

Text message

Social media

Mobile app

Online chat

Phone - IVR

Email

Phone - Live agent

Website


Chan

nel

© E SourceBase: Total sample (n = 802). Question S1_7: In the past 3 months I have interacted with any company via … Check all that apply. Note: Percentages total more than 100 percent because respondents were allowed to select more than one response.

In the past 3 months

I have interacted with any company

via …


Customer Channel Usage with Any Company in the Past 3 Months (cont.)

1

17

22

23

32

42

55

59

65

0 20 40 60 80 100


Text message

Social media

Mobile app

Online chat

Phone - IVR

Email

Phone - Live agent

Website


Chan

nel


Traditional channels


Customer Channel Usage with Any Company in the Past 3 Months (cont.)

1

17

22

23

32

42

55

59

65

0 20 40 60 80 100


Text message

Social media

Mobile app

Online chat

Phone - IVR

Email

Phone - Live agent

Website


Chan

nel


Newer digital channels


Customer Channel Usage with Their Utility in the Past 3 Months

In the past 3 months I have interacted with

[my utility / energy provider] via …

0

5

6

7

8

19

19

30

48

0 20 40 60 80 100

Other

Text message

Social media

Online chat

Mobile app

Phone - IVR

Email

Phone - Live agent

Website


Chan

nel

© E SourceBase: Respondents who have interacted with their utility in the past 3 months (n = 507). Question S1_8: In the past 3 months I have interacted with a company in the following industries via… Note: Percentages total more than 100 percent because respondents were allowed to select more than one response. Respondents that selected not applicable are not included.


Customer Channel Usage in the Past 3 Months

0

5

6

8

7

19

19

30

48

1

17

22

23

32

42

55

59

65

0 20 40 60 80 100


Text message

Social media

Mobile app

Online chat

Phone - IVR

Email

Phone - Live agent

Website


Chan

nel

Any company (n = 802) Utility (n = 507)

© E SourceBase: Any company includes total sample (n = 802) and utility includes respondents who have interacted with their utility in the past 3 months (n = 507). Question S1_7: In the past 3 months I have interacted with any company via … Check all that apply. Question S1_8: In the past 3 months I have interacted with a company in the following industries via… Note: Percentages total more than 100 percent because respondents were allowed to select more than one response. Respondents that selected not applicable are not included.


Utilities Offering Each Channel

How likely is your utility to utilize [each channel] as a way to interact with customers in the next 12 months?*

Mobile app: 21 percent “very likely”

(n = 24 utilities)

Online chat: 11 percent “very likely”

(n = 38 utilities)

Text message: 13 percent “very likely”

(n = 15 utilities)

*Percentage of utilities that don’t use each channel who selected 9 or 10 on a scale from 1 to 10 for likelihood to offer is shown.

100 100 98 96 93

64

36

9

0

20

40

60

80

100

Website(n = 47)

Phone - Liveagent

(n = 44)

Email(n = 42)

Phone - IVR(n = 46)

Social media(n = 46)

Text message(n = 45)

Mobile app(n = 42)

Online chat(n = 44)

Perce

ntage

of ut

ility r

espo

nden

ts tha

t use

ch

anne

l

Channel

© E SourceBase: Total utility sample for each channel survey (n varies as shown above). Question S1_1: Do you use [channel] as a way to interact with customers at your utility?


Capturing Utility Customer Information in Real Time Which channels are currently integrated to ensure that customer information is consistent and up-to-date in real time across the customer experience?

Many utilities are already integrating phone and website channels so that customer information is consistent and up to date.

Although email is widely used among utilities, only 20 percent of survey respondents say that the channel is integrated.

15

5

10

12

20

29

66

76

83

0 20 40 60 80 100

None of our channels are integrated

Online chat

Social media

Text message

Email

Mobile app

Website

Phone - IVR

Phone - Live agent


Chan

nel

© E SourceBase: Omnichannel strategy survey repsondents providing response (n = 41 utilities). Not all respondents provided an answer to this question. Question S2_19: Which of the following channels are currently integrated to ensure that customer information is consistent and up to date in real time across the customer experience? Note: Percentages total more than 100 percent because respondents were allowed to select more than one response.


Customers Want Control Over Their Contact Preferences

How important is it that a company provides

the ability for you to choose

how to be contacted?

1 = not at all important 10 = very important

Voice of customer

9 to 1056%

7 to 835%

1 to 69%

© E SourceBase: Respondents who have used more than one channel to interact with a company in the past 3 months (n = 610). Question S12_5: On a scale of 1 to 10 where 1 is not at all important and 10 is very important, how important is it that a company provides the ability for you to choose how to be contacted?


Utility Respondents Indicating They Will Offer a Preference Center in the Next 12 Months

Are customers able to set

options in your utility

preference center?

Voice of utility

5

19

43

21

12

0

0 20 40 60 80 100

Not sure

No, we do not have a preference center andare not planning on creating one in the next…

No, but we are planning on creating apreference center in the next 12 months

Yes, all customers

Yes, residential customers only

Yes, business customers only


Abilit

y to s

et cu

stome

r opti

ons

© E SourceBase: Total omnichannel strategy survey sample (n = 42 utilities). Question S2_18: Are your customers able to set options in your utility preference center?


Voice of Utility Channel Importance

On a scale of 1 to 10 where 1 is not at all important and 10 is very important, rate the importance of providing [each channel] as a method for customers to interact with your company.

5.5

6.7

7.9

8.3

8.5

9.7

9.8

9.8

1 2 3 4 5 6 7 8 9 10

Online chat (n = 44)

Mobile app (n = 42)

Text message (n = 45)

Social media (n = 46)

Email (n = 42)

Phone - IVR (n = 46)

Website (n = 47)

Phone - Live agent (n = 44)

Average rating (on a scale of 1 to 10 where 1 is not at all important and 10 is very important)

Chan

nel

© E SourceBase: Total utility sample for each survey (n varies as shown above). Question S2_4: On a scale of 1 to 10 where 1 is not at all important and 10 is very important, rate the importance of providing [channel] as a method for customers to interact with your company.


Voice of Customer Channel Importance

On a scale of 1 to 10, where 1 is not at all important and 10 is very important, how important is it that a company offers you the following ways to interact with them?

4.3

5.0

5.5

6.6

6.6

7.8

8.6

8.8

1 2 3 4 5 6 7 8 9 10

Social media

Text message

Mobile app

Online chat

Phone - IVR

Email

Website

Phone - Live agent

Average rating(on a scale of 1 to 10 where 1 is not at all important and 10 is very important

Chan

nel

© E SourceBase: Total sample (n = 802). Question S3_1: Using a scale from 1 to 10, where 1 is not at all important and 10 is very important, how important is it that a company offers you the following ways to interact with them?


Comparing Importance from the Customer & Utility Perspectives

Voice of utility 1. Phone / live agent 2. Website 3. Phone / IVR 4. Email 5. Social media 6. Text message 7. Mobile app 8. Online chat

Voice of customer 1. Phone / live agent 2. Website 3. Email 4. Phone / IVR 5. Online chat 6. Mobile app 7. Text message 8. Social media


Comparing Importance from the Customer & Utility Perspectives (cont.)




Utility Perspective on the Quality of Channels On a scale of 1 to 10 where 1 is poor and 10 is excellent, how do you rate the quality of service your utility provides to customers via [each channel]?

6.8

7.1

7.3

7.4

7.5

8.0

8.5

8.5

1 2 3 4 5 6 7 8 9 10


Email (n = 41)

Mobile app (n = 15)*


Website (n = 47)


Online chat (n = 4)*


Average rating (on a scale of 1 to 10 where 1 is poor quality and 10 is excellent quality)

Chan

nel

© E SourceBase: Total utility sample for each survey (n varies as shown above). Question S2_4: On a scale of 1 to 10 where 1 is poorand 10 is excellent, how do you rate the quality of service your utility provides to customers via [channel?] Note: * denotes small sample size.


Customer Perspective on Quality of Channels On a scale of 1 to 10 where 1 is poor and 10 is excellent, how would you generally rate the quality of service received from each of the following types of interactions with any company?

6.8

7.3

7.5

7.7

8.0

8.0

8.2

8.3

1 2 3 4 5 6 7 8 9 10




Email (n = 445)

Mobile app (n = 190)


Website (n = 526)


Average rating (on a scale of 1 to 10 where 1 is poor quality and 10 is excellent quality)

Chan

nel

© E SourceBase: Repondents who have used each channel to interact with any company in the past 3 months (n varies as shown above).Question S4_3: On a scale of 1 to 10 where 1 is poor and 10 is excellent, how would you generally rate the quality of service received from each of the following types of interactions?


Comparing Quality from the Customer & Utility Perspectives

6.8

7.3

7.5

7.7

8.0

8.0

8.2

8.3

1 2 3 4 5 6 7 8 9 10




Email (n = 445)



Website (n = 526)


Average rating (on a scale of 1 to 10 where 1 is poor quality and 10 is

excellent quality)

Chan

nel

© E SourceBase: Repondents who have used each channel to interact with any company in the past 3 months (n varies as shown above).Question S4_3: On a scale of 1 to 10 where 1 is poor and 10 is excellent, how would you generally rate the quality of service received from each of the following types of interactions?

6.8

7.1

7.3

7.4

7.5

8.0

8.5

8.5

1 2 3 4 5 6 7 8 9 10


Email (n = 41)

Mobile app (n = 15)*


Website (n = 47)


Online chat (n = 4)*


Average rating (on a scale of 1 to 10 where 1 is poor quality and 10 is

excellent quality)

Chan

nel

© E SourceBase: Total utility sample for each survey (n varies as shown above). Question S2_4: On a scale of 1 to 10 where 1 is poor and 10 is excellent, how do you rate the quality of service your utility provides to customers via [channel?] Note: * denotes small sample size.


Which Channels Do Customers Prefer?

Where do you typically go first for customer service interactions with a company?

Base: All respondents (n = 802).

Phone - live agent (37 percent)

Website (35 percent)

If your first contact with a company isn’t successful, you would next contact the company via …

Email (26 percent)

Website (25 percent)

Phone / live agent (49 percent)

Email (16 percent)

Base: Respondents who selected phone – live agent as first choice channel (n = 289).

Base: Respondents who selected website as first choice channel (n = 285).

Base: All respondents (n = 802).

#1

#2


12

14

16

17

20

22

26

29

34

42

51

33

37

27

43

57

35

34

28

25

30

30

26

12

15

8

5

13

10

15

4

2

3

2

12

4

6

1

0% 20% 40% 60% 80% 100%


Email (n = 445)

Website (n = 526)





Phone - live agent (n = 468)


Chan

nel

Always Most of the time Some of the time Rarely Never

© E SourceBase: Respondents who have used communication channel to interact with a company in the past 3 months (n varies as shown above). Question S3_6: How often are you typically able to resolve your reason for contact during your first attempt with a company via…

How Often Are Customers Receiving First-Contact Resolution?


Dissatisfaction May Be Alleviated by Moving Toward an Omnichannel Strategy

What are the reasons that you typically

become dissatisfied when interacting with

a company?

4

25

29

33

39

42

50

53

55

55

0 20 40 60 80 100


Interactions are generic and not personalized to me

Technical issues getting through to the company

The customer service agent had inaccurateinformation

The customer service agent was rude

I had to repeat myself on a single channel

I had to provide the same information across morethan one channel

I had to contact the company multiples times

I was unable to resolve my question / issue

It took too long to resolve my question / issue


Reas

on

© E SourceBase: Respondents who have used more that one channel to interact with a company in the past 3 months (n = 610). Question S12_3: What are the reasons you typically become dissatisfied when interacting with a company? Check all that apply. Note: Percentages total more than 100 percent because respondents were allowed to select more than one response.


1. Help me quickly resolve any question or issue

2. Make sure I do not need to contact the company more than once

3. Automatically integrate my information and interaction history so I do not have to repeat myself

Creating a Customer-Focused Utility Omnichannel Strategy

From the customer’s perspective, the ultimate goal of your omnichannel strategy should be to:


For More Information

Jeffrey Daigle Senior Research Analyst, Customer Experience Practice 303-345-9183 [email protected]

Delivering Exceptional Service, One Contact at a Time

Antelia Ball Manager, Member Services

United Power, Inc.

Delivering Exceptional Service,

One Contact at a Time

Antelia Ball Manager of Member Services

United Power, Inc.

∗ Incorporated in 1938 ∗ # of Meters: 75,388 ∗ Miles of Line: 5,800 ∗ Service Area: 900 sq. ∗ Counties Served:

∗ Adams ∗ Boulder ∗ Broomfield ∗ Gilpin ∗ Jefferson ∗ Weld

∗ Franchise Agreements ∗ # of Employees: 176

United Power

∗ Seven Cooperative Principles: ∗ Voluntary & Open Membership ∗ Democratic Member Control ∗ Members’ Economic Participation ∗ Autonomy and Independence ∗ Education, Training and Information ∗ Cooperation Among Cooperatives ∗ Concern for Community

Cooperative Difference

∗ Evolution of utility services ∗ Know your customer/member ∗ Demographics ∗ Urban/Rural

∗ Technology driving change in how customers/members want to be served ∗ Options

Meeting Customer/Member Needs

How Can We Serve You?

∗ Rules & Regulations ∗ State/Federal ∗ PUC

∗ Payment Card Industry (PCI) ∗ Telephone Consumer Protection Act (TCPA) ∗ Red Flags Rule

Compliance

∗ Achieving the goal of One Call Resolution ∗ Clear Vision & Mission

∗ Mission: To safely and efficiently provide reliable electric power and outstanding service to our members

∗ Vision: United, making life better the cooperative way. ∗ Training – Training – Training ∗ Every call requires a fresh

perspective ∗ Autonomy ∗ Leadership at all Levels

Exceptional Service – Contact Center

∗ First introduced in January 2010 ∗ Goals in developing program: ∗ Achieve consistency ∗ Tool for on-going training and feedback ∗ Promotes productivity and efficiency which in turn

improves member satisfaction

Quality Assurance Program


QA allows us to work toward excellence by providing clear definitions of how to engage each member in a positive interaction.

∗ Evaluations ∗ 5 calls per agent per month ∗ Score of 90% or greater on each evaluation ∗ Evaluation sections:

∗ Opening ∗ Communication Skills ∗ Problem Solving/Judgment ∗ Job Knowledge ∗ Closing


∗ Calibration


Where do we go from here?

∗ Continue to listen to our members/customers ∗ Continue enhancing Communication channels: ∗ Voice ∗ Email ∗ Web Chat ∗ Social Media ∗ Interactive IVRs

∗ Continue enhancements to Quality Assurance

Where do we go from here?

∗ Continue to better utilize our most important resource – our team members

“I’m a strong believer that the people closest to

our customers and to the data should be the ones making decisions. My job is to give them

the resources they need.”

Questions?

Delivering Exceptional Service, One Contact at a Time

customer service conference · 2016-12-08 · this presentation will highlight how we work as a...

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