Customer Experience Touchpoint Team

Pilot Project Report Board Presentation - March 16, 2015

Who we are

• Teka Parks – Customer Relations Administrator (facilitator)

• Amy English – Customer Accounts Specialist

• Chris Peterson – Customer Service Engineer

• Sarah DeLozier – New Services Coordinator

• Susan Gillin – Conservation Programs Administrator

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Today’s presentation

• The project: What we were asked to do

• The customer’s view -- how they see us

• Team accomplishments

• Team recommendations

• Lessons learned

• Suggestions for future teams

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What we were asked to do

• Evaluate the New Services customer “touchpoints” with a goal of enhancing the customer’s experience

• Focus on line extension process

• 20-day pilot project

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The customer’s

view

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Accomplishments: • Updated and simplified Electric Service Request form

– Implemented ability to submit ESR form online with electronic signature – Updated ESR form to indicate for less than 1 megawatt

• Created New Line Extension Information flier (LE 123) • Created phone survey for line extension follow-up • • Customer Service Rep. (CSR) position clarifications • Ability to take payments • Enter customer information into CIS • Enter customer information into FIS • Enable electronic billing for application and line extension fees • Assist customer by entering information onto ESR • Provide customers with map for job sketch (GIS) • Provide customers with example of a finished job sketch (web) • Escort customers to HQ building if needed • Work with CSEs for phone and desk coverage • Removed “Conservation” from job title • • Customer Accounting clarifications • Implemented e-bill opt-out

– Potential savings: $32,400/yr.

• Reviewed customer correspondence • Reviewed phone personality • Adjustment type changed from “engineering fee” to “application fee” • Changed line extension bill due date to 60 days • Instructed CA staff to escort customers as needed • • Customer Service Engineering clarifications • Updated CSE phones for customer option to leave a voicemail or transfer to CRS • Provide coverage and support to CSR • Log initial customer contact in Maximo SR • Provide job sketch to trench inspector and General Foreman/Superintendent

• Web/email/communication improvements • Made improvements to Electric Services web page • Changed CRM group email address to service@chelanpud.org • Added auto reply to information sender when service email address is used • Obtained quotes for how-to videos • Created PUD Headquarters map

• Parks • Removed Xeriscape plants in front of HQ and Service Building • Replant in spring with annuals and evergreens • • Operations • Implemented procedures to ensure water meter set within 5 business days

• Phone improvements • Updated switchboard greeting • Clarified switchboard call routing for new services • Modernized hold music District-wide • Created new hold messaging District-wide • Minimized phone book listings • • Customer correspondence created • Templates for estimate letters

– With attached invoice and link to pay

• Templates for application fees – With attached invoice and link to pay

• Email for material pick-up (customer and warehouse) • Email for job schedule (customer) • • Maximo improvements • Implemented metrics for evaluation of LE workflow through Maximo • Added trench inspection step to Maximo LE job • Added easement step to Maximo LE job • • Facilities • Made recommendation to remove personal items from publicly viewed areas

– Office Services – Customer Accounting

• Requests and recommendations (separate page) • Replaced photos in HQ foyer and Service Bldg. lobby • Replaced ceiling tiles in HQ foyer • Removed table and chairs in HQ foyer • Removed obsolete signs • Removed sticky tape around Wenatchee Ave. payment drop box • Removed graffiti from Auditorium doors • Replaced “Auditorium” sticker on left hand side of doors when entering Auditorium • Replaced flags on Wenatchee Ave. • Cleaned HQ lobby computer and surrounding area • Removed left behind tape from entry way doors • Cleaned and replaced lights outside service bldg. entrance • Swept the area outside the service bldg. entrance • Updated the number “2” address sticker on the HQ front door • Replaced light outside the southwest employee entrance

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‘Little Things Matter’

Accomplishments: Highlights

• Simplified Electric Service Request form

• Created New Line Extension brochure

• Set in motion ability to take payments in Service Building

• Instituted metrics to track LE process in Maximo; customer satisfaction surveys

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Accomplishments: Highlights

• Enabled electronic billing for LE fees

• Implemented e-bill opt-out rather than opt-in

• Created campus map

• Updated on-hold music and messaging (goodbye Kenny G)

• Created Welcome Bag

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Mid-Term Recommendations

• Modify office space to take payments in the Service Building

• Create a designated space to meet with customers in the Service Building

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Mid-Term Recommendations

• Improve the Electric Services web pages

• Create how-to video for LE process

• Explore warehouse material pick-up options

• Improve phone system

• Create direct link to Maximo with Electric Service Request

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Long-Term Recommendations

• Require line extension and connection fees be paid in full once estimate is provided

• Provide customer with ability to track job status online

• Integrate CIS and Maximo

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Long-Term Recommendations

• Consolidate customer-facing employees to a single location

– Modify the Service Building

– Modify visitor parking

– Create a one-stop shop for customers

– Increase safety for customers and staff

– Stakeholder: John Stoll

– Recommendation for a 1- to 2-year plan

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Lessons learned

What worked well

• Forced deadline

• Stakeholders and coworkers were responsive

• Group reached consensus

• Team accomplished a significant amount of work

What could be better

• Inform BU/HR

• More direction/mixed messages

• Clarify Facilitator role

• Be clear about schedule

• Inform impacted coworkers/employees

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Suggestions for future teams

• Set a less aggressive meeting schedule

–Allow time to work on project tasks independently

–Relief from normal duties

• Make sure stakeholders communicate with affected staff about potential changes

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Questions?