2016 Customer Service Benchmarking

2016 Customer Service Benchmarking
Data Collection guide Updated versions of the Guidelines and recordings from the webinars are available at our website. :: Benchmarking Community :: Data Entry Gateway

Data Collection Guide Outline
The organization of this Guide follows the questionnaire outline: DCY. Doesn’t Change Yearly ST. Statistics KA. Key Accounts EE. Energy Efficiency FL. Financial SF. Staffing S. Safety CS. Customer Satisfaction IT. Customer Service I.T. FR. First Contact Resolution CT1. Contact Center CT2. Contact Volumes SS. Self-Service & Integration BL. Billing PP. Payment Processing FS. Field Service OC. Outage Communications MR. Meter Reading CR. Credit & Collections RP. Revenue Protection

2016 CS Benchmark Questionnaire structure
Field Service Change of Account Billing Field Orders (meter investigations) Credit Field Orders Order Management Customer Contact Contact Center Local Office Self Service Contractors Credit Inbound calls Revenue Management Credit Office and Outbound calls Credit Field and Inbound Contact Policies Revenue Protection: Office and Field Back Office Billing Billing Field Policies Payment Processing Meter Reading Manual Mobile AMR Fixed Network AMI CS Support and CS IT Employees: Safety, Staffing Customer: Customer Satisfaction, First Contact Resolution, Customer Experience, Key Account Management, Energy Efficiency , Outage Communications Areas excluded: Meter Change-out

Introduction Purpose of this document
The purpose of this Data Collection Guide is to provide guidance and direction in how to complete the detailed questionnaire for the Customer Service benchmark study. It gives instructions regarding the types of answers expected, as well as errors to avoid. This Guide has been described as the “rules” for providing data. It provides the underlying process models around which the various sections of the questionnaire are organized, to help in understanding the purpose of some of the questions. The appropriate costs to include, and those to exclude, are highlighted, so that each member utility can provide accurate, comparable data for comparisons. A few key definitions are provided throughout the document. A comprehensive set of definitions is provided in a separate Glossary.

Collecting Financial, staffing & Volume data
It’s important to have everyone who is collecting financial, staffing and volume data communicating so that these items align. Be sure that labor costs include any staff reported. (Note: This year we will be comparing the FTEs provided in Staffing to the $ Direct Labor Cost provided in the Financials as a validation check) Be sure that activities/volumes match with the costs reported and vice versa. It’s helpful to have everyone collecting financial and staffing data review each of the functional sections so that they know what activities are included or excluded.

Initiatives vs. Practices
In many areas of the questionnaire, there are open-ended questions, in which we are looking for insights about how you operate. Answers should be: Brief and succinct – so that the reader doesn't need to read through an extensive volume of material to understand the message; because the responses will be printed verbatim, don't mention your company name or individual names in your replies Complete enough to be understood in terms of the practice you are describing 2-3 sentence answers to most of the text questions For our purposes: Practices are current activities, programs or processes that have been around for a while. For these, sufficient time has passed in which to assess their success or failure. We mostly ask about practices that have proven successful in accomplishing a specific goal. Initiatives are new activities, programs or processes that have been enacted recently with the goal of improvement. These are so recent (1 to 2 years) that insufficient time has passed in which to assess their success.

Statistics

Purpose of the Section The purpose of this section of the questionnaire is two-fold: To gather statistical information about the existing customer base, and then, To gather a bit of information about the organization of the Customer Service functions. The Statistical Section gathers a variety of demographic information that describes each company's system in terms of size, customer density, etc. This information is used in doing analysis of the results, and understanding the inherent advantages and limitations of the circumstances facing each utility.

Statistical: Customer count
Questionnaire: In the questionnaire we ask for meters and accounts. We ask for counts of both to be separated by commodity. Accounts Definition: Active accounts in your system. An account is typically used for billing purposes. Reporting: In the report we will use both accounts and meters as denominators. In some cases we'we will multiply the number of accounts by the number of commodities billed on that account. This will produce some adjusted numbers that get at the extra cost of serving an account that receives multiple commodities. Customer Count (accounts * commodity) = We add the number of accounts for individual commodities to get the total. Roughly represents the number of meters. There are unmetered items and meters that are not counted (such as streetlights). Customer Count (accounts) = Roughly represents the number of accounts. An account with electric and gas meters gets counted once. Customer Count (internal) = The count you use internally to represent the number of customers you have. This is the one reported on annual reports and other documents. We use one customer count as the denominator for all of the various costs. So you want to provide the customer count that best reflects your activity level in all of the areas: meter reading, field service, billing, etc. Non-delivery customers can also be included. Other Customers: Many utilities, especially municipals, provide other services beside electric, gas and water. Most of these we do not want, except for waste. If you also provide other services such as Waste pick-up, contact us and we'll help you to determine how to handle this.

Customer Counts This question allows us to track all the customers you have, by type (e.g. combination or single-commodity, etc.) These details are used as the denominators for many “cost per customer” calculations later. If you can’t breakout C/I then enter into “Other”. We do little analysis on the details. Metered Customer Counts and Adjusted Customer Count will calculated based on your inputs.

Financial Section – Using the Cost Model

Functional Cost Model Our approach to collecting cost, performance and staffing information follows customer transactions through each functional area. If you have significant costs in one of the shaded categories, you can enter your cost in the shaded box. No boxes are shaded on line. 12

Cost Categories Included
Costs can be broken down into basic categories General: Company Labor: direct, supervision, support Contract Labor (including temps, seasonal) Contracted Services Technology (see page 17 for listing of technology to include and where) Function-specific items: Vehicles Telecommunications Materials Postage Other

Cost definitions: General
Company Labor Include Direct, Support, Supervision, Management. Cost of employees includes paid non-working time (e.g. vacation, sick, etc). Does not include labor overheads (e.g. payroll taxes, benefits) or other department's allocated charges. If a supervisor or manager spreads their time over multiple departments, then provide an allocated portion of their costs to the function. If someone works outside of CS and is applied as a corporate allocation charge, exclude them in labor costs. For support, include those people who are directly part of customer service but cannot be allocated to a specific function. 50% rule: Include a person in an activity if they spend at least 50% of their time on that activity. If a person divides their time so that they don't spend at least 50% of their time on an activity they should be in the “Support” Group. Contract Labor Individuals contracted to perform a specific role Contracted Services Companies contracted to perform a specific function such as meter reading, overflow call centers, debt collection, etc. The cost of any contract or outsourcing services. Do not include any capitalized costs for IT services. Do include 3rd party back-up; disaster recovery. Include any collection agency or skip trace costs in contracted services.

Cost Definitions: functional
Materials Costs All cost associated with the function, including any warehouse/purchasing charges. A few items, such as postage are called out in a separate category. Includes cost of envelopes, paper, and ink. Should especially be included for Billing, Payment and Credit. Postage Costs Cost of mailing bills and credit notices. Prepaid envelopes if used for payment processing. For postage for Credit & Collections, only include if a separate credit mailing, otherwise put in billing. Telecommunications The cost of telecom. This includes phones, T1 (phone center) lines, modems, field communications including meter data, mobile data, cell phones etc.

Cost Definitions: Functional
Vehicle Costs Costs associated with the operations & maintenance of vehicles for use solely by Customer service; usually charged out on a per mile or some other basis. Any payments for use of personal vehicles should also be included. Other Costs Other miscellaneous costs not specifically broken out such as employee travel expenses; training; office supplies and any of the categories that are grayed out such as vehicles in the call center or postage in field service.

Technology Cost Within Function
Any technology specifically used for a function such as meter reading devices, mobile data technology, telephone switch or call routing software, call monitoring software etc. Contact Center: IVR (Interactive Voice Response) ACD (Automatic Call Distributor) Scheduling Software Workforce Management (WFM) Multi-channel processing Web, Social Media technology costs VOIP (Voice Over Internet Protocol) Web/ routers Virtual Hold technology costs 3rd party applications (OMS interface etc.) Field: Mobile data (software and hardware) Scheduling GPS (Global Positioning System) Routing software Dispatching software Revenue Protection Tamper plug Data mining and analytics for revenue protection software Meter: Handhelds Routing software Remote disconnect MV 90 GPS (Global Positioning System) Bills: Inserters Web/ , bill presentment C/I billing software O&M costs associated w/ mobile billing Payment: Image processer Slitter/sorter Interface w/kiosks Routing software for off-site payments Payment Kiosks Credit: Behavioral scoring Predictive dialer Credit optimization software NOTE: CIS is a separate category 17

Exclusions We have excluded costs related to any of the following:
Overheads -- we asked for your standard “adder” for Pensions and Benefits, and for your Overhead rate exclusive of the P&B Facilities purchase, rent, leasing or maintenance costs. We have found these to be too variable between companies. CIS purchase or lease costs. We have found these to be extremely variable among utilities based upon capitalization policies, life cycle costs, and chargeback policies. Costs associated with providing services other than electric, gas and water/sewer. Meter purchase, installation, removal, retrofit, programmatic change out or maintenance costs. Capital spending: capital for meter reading, AMI, CIS, and all other areas. We exclude capital costs throughout the basic cost model, and track only O&M. In the case of AMI, there is a table in the Financial Section (FL45) where we ask for capital coasts

Contact Center and Credit Detailed Cost Breakouts
In order to better understand costs we not only ask for them at the high level, but ask for some breakouts of cost by activity. The diagram shows how the 2016 cost questions relate to one another. These will be questions FL30-FL76 in the Financial Section

Meter Reading Detailed Cost Breakouts

AMI Capital Costs We are seeking to understand capital investment in smart meters We are asking for the investment in each of the past 3 years- 2013, 2014, and 2015

Field Services Detailed Cost Breakouts

Local Office Detailed Cost Breakouts

Revenue Protection Detailed Cost Breakouts

CIS O&M Spending Detailed Cost Breakouts

Write-offs This question captures Revenue and Write-off information. Note the most important fields are highlighted in red. If you do not answer these, you will not appear on the Write-offs per Revenue graph. Write-offs Percent = Net percent of total revenue written off (e.g. less any recoveries). Goal is the actual dollar amount written off during the year. This is not necessarily the same as “uncollectibles”, which is in the FERC 904 account for the year, since that can be affected by changes in the provision for bad debt during the year (FERC 144 account). Write-offs are the annual “net” cost of bad debt. In other words any recoveries (less fees) should be subtracted from gross write-offs. 26

A Couple of Key Credit Definitions
Performance Measure 1QC will perform some data validation checks to verify that the uncollectibles is determined correctly. In particular, the FERC 904 value should = Write-Offs – (change in FERC 144). An example can help: Essentially, the uncollectibles value varies in the opposite direction of the change in the Allowance for Bad Debt (FERC 144) In Example 1, the allowance isn’t changed from last year to this year, so write-offs and uncollectibles are the same. In Example 2, the allowance is increased from last year to this one, which has the effect of reducing the uncollectibles value for the year. Example 1 Example 2 144 Account (Last year, YE 2013) $100 144 Account (Current year, YE 2014) $120 Write-offs $115 Uncollectibles (Acct 904) $95

Staffing & support

Staffing The Staffing Section asks for specific data on the following:
Wage rates Outsourcing Staff Counts (by function, by position within each function)…example: To properly place the FTE (Full Time Equivalents) in each function, use the following guidelines…

Staffing Average or Year-end: We’re using FTEs so it’s really a full-year look. A person that was on payroll in January but left in July is 0.5 FTE. A person that started in Sept and worked through December is 0.3 FTE. If you’re using month end numbers to provide a response, use the average. Staffing summary by Direct Labor rule: a person having direct interactions with a customer or with a customer account is considered direct labor. Everyone else is either supervision or support. Use the 50% rule if they divide their time. 50% rule: Include a person in an activity if they spend at least 50% of their time on that activity, you can indicate they are 0.5 FTEs. If a person divides their time so that they don't spend at least 50% of their time on an activity they probably should be in the “Support” Group. Employees assigned full time to a function. Include full-time supervisors and managers, or full-time employees who spend part time in different functions. Include part time supervisors and managers. Also include employees who spend less than 40 hours per week. When calculating FTE value use 2080 as the denominator. Outsourcing: If you outsource an entire function, do not attempt to turn that into FTEs.

Definitions: General Direct Labor
A person having direct interactions with a customer or with a customer account is considered direct labor. A person whose task is directly in line with the mission of the process. Everyone else is either supervision or support. Use the 50% rule (see FTE definition in the Staffing Section) if they divide their time, if not 50% to a specific function, then charge to support. As a rule of thumb, when the work will affect a customer file or when it has an effect perceptible by a customer or a group of customers, this FTE will be classified as Direct Types of direct labor (by function): Contact center: taking calls, responding to correspondence, , handling walk-in traffic Meter reading: meter readers; mobile AMR van drivers Field service: representatives in the field collecting payments, disconnecting customers, executing change-of-account orders, and billing investigations Billing: people handling exceptions, in-depth bill investigations, summary or consolidated bill preparation Payment processing: people processing payments, handling payment exceptions, lost or misapplied payments, labor in the local offices dedicated to payment handling Credit and Collections: people making outbound calls regarding credit issues; selecting accounts for treatment, making payment arrangements with customers; issuing accounts for collections, Customer Assistance Programs, and the Analysts who determine Credit policy and perform credit analysis.

Support Staff Administrative support
Unlike technical support, administrative support refers to a task that is required in all processes. It is generic in nature and is (for the most part) interchangeable between functional areas. This category includes all secretarial /administrative FTEs as well as accounting and reporting activities that are decentralized in a specific activity, treatment of basic business information, scorecards, etc. Technical support Technical support includes people supporting work specific to that functional area. It refers to all tasks performed by an FTE in support of a Direct FTE. It is Mission oriented and takes the form of a particular expertise or knowledge that can only be used for a particular activity or process. Trainers and schedulers are also part of this category. Technical support FTEs will not work directly on a particular case other than assisting direct FTEs resolve particular problems encountered. Their task may also be to analyze the process performance, produce new policies and design new business practices for direct FTEs in order to ensure the activity evolves towards greater performance.

CS Support area Customer Service (CS) Support
Costs, FTE labor or activities associated with either the whole CS function that cannot be allocated to another area of customer service or within a CS function that cannot be allocated to the activities described for that function. Only include people who don't spend at least 50% of their time in a specific functional area. This might include benchmarking/performance improvement; training; directors, vice president salaries. If training is for a specific functional area, then it belongs with that area. Do not include corporate allocations, or any HR activities. Inclusions (examples): Training for Customer Service Overall centralized Quality function for Customer Service Benchmarking support for Customer Service Performance Management Group for Customer Service Exclusions (examples): Complaints handling Low income advocacy Regulatory, Human Resources, Corporate

Contract Labor and Outsourcing
Two questions where we are to better understand outsourcing… Contract Labor: Individuals (not firms) contracted to perform a specific role (including temps, seasonal) Outsource providers (contract services) : Companies contracted to perform a specific function such as meter reading, overflow call centers, debt collection, etc.

Safety

Safety For safety include Customer Service employees when calculating statistics. This should include direct labor, support, management and supervision for: Call Center Meter Readers Field Service (this may only include part of your Field Service employees or parts of other functions) Includes: disconnect and reconnect activities, field notices and collections, high bill investigations, energy audits, and change-of-account work Excludes: lineman, meter shop, meter technicians, gas leak repair Billing & Payment Processing Credit and Collections Office Revenue Protection

Safety We ask for raw data to calculate safety statistics. The question also calculates the statistics within the question. Do not edit the fields highlighted in yellow that show the calculations. Until some numbers are entered, some of the fields will show “DIV/0!”

Key Accounts

Key Account Management
The survey asks about the elements and activities of key account management: Key accounts questions pertain to the organizations, practices and activities involved in interacting with and managing business customers who are receiving specific account management treatment from the utility. Typically, this is In the form of some type of dedicated and/or assigned account support/management. This section asks about dedicated resources to Key Accounts The section seeks to benchmark how organizations have organized to support these customers, as well as the types of activities that are driving interaction and providing value and several other areas. Questions cover: Organization Staffing and method of assignment of accounts Accounts assigned Performance Measures Key Activities Back Office Support

CIS and CS IT

Functional Cost Model – CS IT and CIS costs
Our approach to collecting cost, performance and staffing information follows customer transactions through each functional area. CIS CS IT

CIS vs. CS IT Costs CS IT (as part of “Technology” cost) is all the encompassing technology in a broad sense so it includes any non-CIS and may include some CIS, but is specific to a functional area for example: ACD, IVR, Work Management, Mobile Data are part of CS IT and belong in their respective functional area (ACD to Contact Center etc.) If there is a DIRECT allocation or charge to a function of CIS charges (such as usage or system utilization), then that goes into the CS IT, otherwise it is part of CIS Does not include any capital costs, just O&M CIS is the system used to to maintain customer information, generate bills, issue service requests, and help “manage” customer relationships by providing utility representatives data, information and insight about each customer's accounts, individual needs and preferences. Examples of vendor's products include: Accenture's C/1 (Customer-1), Oracle Utilities Customer Care, SAP For Utilities. CIS costs may be costs allocated to or associated with Customer Service but not to specific functions, such as usage charges, data transfer charges, and/or system maintenance charges. If such charges cannot be allocated to a specific function, they would go into the CIS cost column. Everything else such as the Work Management, Mobile Data, Dispatch, ACD, IVR is Customer Service IT and should be specific to a function

Technology Cost Within Function

Customer Satisfaction

Customer Satisfaction
UPDATED 4/6/16 Customer Satisfaction Questions in this section are presented in the following categories: Measuring Customer Satisfaction J.D. Power scores Frequency of surveys Types of surveys [transactional, random, all customers] Methods for administering survey [calls, mail, , website, etc.] Survey providers Complaints (Regulated, Executive, Escalated, Other) Escalated Complaint: internally received complaint that originates in the company and is escalated for handling to senior levels of the company (Vice President, etc.). Executive Complaint: one which starts at highest levels (e.g. a letter to the CEO, COO, etc.) Regulatory Complaint: complaint sent directly to regulatory body Capture costs and staffing: Costs and staff associated with complaint handling (excluding Executive or Regulatory Complaints) are captured in the Support column in FL5 and the Support question in staffing if this group is part of the Customer Service organization.

J.D. Power Ratings and Time Periods Covered for the 2016 Survey
Please use the following surveys for QC Benchmarking…

First Contact Resolution and Customer Experience

First Contact Resolution
“First-Contact Resolution (FCR) is the percentage of initial contacts that do not require any further contact to address the customer reason for calling/contacting. The customer does not need to contact the company again to seek resolution, nor does anyone within the organization need to follow-up. Ideally, first-contact resolution should be defined from the customer perspective.” (composite from multiple research sources) 48

Subject Areas in the FCR Section
The FCR section is relatively brief, although asking about a very important area of Customer Service. Key questions cover the following: FCR reporting/value FCR definitions, frequency and channels measured Scope Volume Reduction Customer Experience efforts and initiatives

Contact Center

Contact Center Introduction
Contact Center covers the following areas of interest: Use of Call Center (internal and outsourced, including inbound collections and small/mid-sized commercial and industrial account calls) Use of Local Offices (there is a Local Office section for collecting costs separately from the Call Center) Use of IVR (internal and outsourced) Use of Internet , fax, letter Enrollment and contract management for retailer (deregulated companies) NOTE: Although payments by the above channels are included in Contact Center, do not include payment by check, at a kiosk or a payment center; these transactions are included in Payment Processing. Cashiers in Local Office who only take payments are part of Payment Processing. 52 52

Approach to Local Office Costs
Question FL65 follows from question FL5, in which the total costs for the Local Offices are provided. The goal is to understand how the costs are allocated across the services provided in the local offices. As you’re preparing your data, your normal Local Office cost is likely to include costs that we want moved to Payment Processing per our guidelines. This question is a place to report your total Local Office cost but separated into the portions for Contact Center and Payment Processing.

Technology Cost- Contact Center

Staffing - Contact Center
The Staffing Section asks for specific Contact Center data on the following: Staff Counts (by function, by position within each function

Contact Center What's not included:
Contact center covers every interaction with customers except: Meter Reading Field Service Credit Outbound Calling Payment by mail, kiosk, or payment center Contacts related to regulatory, complaints, executive complaints, are not included here Contacts pertaining to large C&I customers (e.g. Account Managed) are not included here As per above, though payments that are made through contact center channels are included in Contact Center, they are also counted as payments in the Payment Processing section. Do not include payment by mail, at a kiosk or a payment center in contact center. Payments made to cashiers (who only take payments and perform no other functions) should be excluded from Contact Center. 57

Contact Center Definitions
Contact Center Contacts (Inbound) A completed customer call, local office transaction, IVR, or internet transaction. Do not include uncompleted transactions (e.g. abandons). Do not include general switchboard informational calls. The following is a description of some of the main types of transactions included: Change of Account/Turn On/Turn Off [exclude credit related related T/O or any meter install] = A customer request for a turn-off of an existing account; a new customer requests a turn-on of an account; a customer changes their account Billing issue (such as High Bill) = Any contact related to billing amount such as inquiries, adjustments, and high bill complaints. Make Payment (Pay Bill) via these channels = Include contacts for live call or other channel debit or credit card payments, IVR, electronic check payments, web. Credit [payment arrangement, credit extension, etc.] = Any contact related to a past due notice, including payment arrangements and reconnect of service Report Gas/Water Leak or Electric Interruption/Outage = A contact about an electrical outage, gas leak, water leak or other premise-related issue of this nature. 58

Contact Center Definitions (continued)
Contact Center Contacts (Inbound continued)- Transactions Sign up for E-bill, paperless bill Sign up for other/additional commodity services/Dereg Provide meter read Other = Miscellaneous contacts that cannot be categorized into the categories provided Blended Transactions- Multiple transactions that cannot be separated Contact Center Contacts (Inbound continued)- “Look-up contacts”/ Not Transactional General Company Information Get Account information [view bill, view usage] Payment Status Update (usually on web, IVR) Restoration Status Update (usually on web, mobile, IVR) Low Income Assistance (usually informational) Outbound Contacts Service interruption (communication of ETR or restoration) Billing Notifications Product or service related Other proactive outbound Blended Transactions Social Networking Contacts Mobile App, Mobile Web SMS/Text Message 59

Topics Covered in the Contact Center Section (CT1)
Service Level and Measurements Demographics, Organization, and Scope of Services Measuring Shrinkage and Turnover Contact Volume Management Practices Initiatives Workforce Management Quality Understanding Contact Composition

Contact Volumes

Counting Contacts (inbound)
CSR answered calls & IVR calls – completed contacts (not abandons) Local office – customer visits Web transactions – logons to account that result in a transaction—payment, report an outage, initiate an order or company response /Letters/faxes – incoming from a customer and outgoing including both contact center initiated and in response to customer s. Mobile- mobile transactions that include payments, reporting outages etc. Do not count paper bill presentments, notifications that bill is ready or e-bills or mailed in customer payments in contact center 62

Inbound Contact Volumes
This matrix serves to provide the detailed information on how many contacts come into the company for each type of inquiry. Subsequent questions ask more detailed information about individual rows from this matrix. T = Transactional activities L = Look-up activities 63

Payment Channels & Options
UPDATED 4/6/16 In some cases, customers opt out of a transaction before it’s completed. So your call center considers it a payment call, but payment didn’t receive the payment. So numbers may not match. Payment Channels & Options We ask you to provide information on payments both by channel and option. We also capture information in both the Contact Center (CT305) and Payment (PP5) areas about payments received. Be sure that data is reported in all areas. If a customer is transferred to a third party to make their credit card payment, we still want to track where they started (CSR, IVR, Web) not where the ended (3rd party). We’re tracking how they intended to deliver the payment, not how you processed it.

Contact Volumes: Issues To Address When collecting Data
Identified Issues To Attempt To Address When Collecting Volume Data: There are 2 basic tables we ask to be completed in the Contact Volumes Section: Inbound, Outbound, there are several related questions: Are the transaction types we are asking for used? Do they cover the types of transactions your company is handling? (see CT305) In the past several years, we have focused on how we define the “contact” for inbound. Is it a completed transaction, is it just a contact? (Answer should be “completed”, do not include abandons, do not include hang-ups in the IVR or web pages) Is it informational (e.g. view bill or get info—we call these “look-up” also) or does it have to be specific business activity or event that is completed (a “transaction”)? Some companies report high volumes of “Get information” or “General Info” (especially in web contacts and in IVR). We do not count web pages or web hits as completed transactions. Do not include IVR interactions that do not result in a transaction as “General Info”. Please work with your group to ensure this. There are at least 1/3 of the companies that CANNOT identify transactions (at all or properly)—usually called “Other”. Please work toward properly identifying these versus lumping them in “Other” if possible.

Guidance on Addressing “Transactions” versus “look-up’ Activities…What counts as a transaction
The survey seeks to better capture and address completed transactions versus what we are calling “look-up” activities: Transaction= customer executes an actual transaction with the utility- an inquiry, an order, a request for service, payment, etc. Look-up= customer accesses a self-service channel, typically IVR or Web, to view general information about the company or view Customer Service information about their account but does not transact or conduct a transaction If you have activities that represent a “look-up”, please place them in the General Company Information category. These should go in either the Web or IVR category What should not count as a transaction by transaction category: Simple Web “hits” where the customer may hit the web site (and you capture it or a web page) but there is no transaction or you don’t know the reason for the activity Accessing the IVR but then opting out to a CSR or Agent before completing a transaction (the Agent live contact is a transaction, the initial IVR entry and opt out is not) Do not count uncompleted transactions in the IVR or web, or simply accessing these channels for information as completed transactions in a specific transaction category in CT305 other than “General Company Information” (for lookups) 66

Outbound Contact Volumes
67

Self Service

Self-Service Background
As part of the core questionnaire, we want to survey Self-Service Channels and innovative ways companies and customers are interacting with one-another. As companies evolve these solutions, greater levels of integration are required among and between key systems. We are interested in investigating and understanding the integration between the CIS (Customer Information System) and self-service mechanisms (including both company generated and customer generated communications) These include: Contact Center IVR, Web and other self-service options or other newly expanding means such as social networking. Mobile

Topic Areas for Self-Service Channels
Self-Assessment Mobile Applications Call Center Self Service (IVR) Social Media usage Customer self-service integration efforts (excluding social networking)

Seeking to understand how your company measures self-service completion
Questions SS5 through SS13 seek to understand what your company counts as a “completed transaction” for self service. We also would like to understand what information about these transactions and the customer’s experience in the self service channels is tracked

Seeking to understand Level of Self Service provided
Questions SS5 through SS13 seek to understand what your company counts as a “completed transaction” for self service. We also would like to understand what information about these transactions and the customer’s experience in the self service channels is tracked

Billing

Technology Cost- Billing

Staffing - Billing UPDATED 4/6/16
The Staffing Section asks for specific Billing data on the following: Staff Counts (by function, by position within each function Outsourcing

Subject Areas for Billing
Bill Volumes and Types Accuracy Exceptions Errors Meter Reading Errors Billing Investigation Estimating Efficiency and Measurement Complexity/Deregulated Billing

Billing Definitions Bills Issued = Count one per customer, even if multiple commodities or multiple meters at a premise (e.g. a “consolidated bill”). If a summary bill is produced (e.g. usage at multiple locations is summarized), count each individual location as a bill, as well as the summary bill. Count any e-bills sent, but do not double count any mailings. If you send both paper and electronic, count as one bill. Include any final bills sent in this count.

Billing Volume This question provides the key information to know how many bills of each type were issued. It is used in determining % of electronic bills, as well as billing costs per bill. BL5 How many bills did you issue through each channel? When sending both paper and e-bill, count paper bill only. Bills counted as being via Internet or should be "paperless". Via paper only Via paper & posted on internet Via paper & sent through paperless Via internet only [customer must look up info, include here even if a reminder is sent] Via only [customer gets billing information via , doesn’t have to visit web-site to view their bill] Via EDI, XML or other electronic billing source Total

When do “Billing Exceptions” and “billing Errors” Occur
The general rule for Billing Exceptions that we are using is that: Billing exceptions occur BEFORE the bill is sent to the customer. Billing exceptions can be flagged during manual review or pre-bill edit or any other means of checking or auditing prior to sending the bill to the customer. Typically these are bills where the reading has failed some sort of hi-low parameter check or manual/automate billing review parameter The general rule for Billing Errors that we are using is that: Billing errors occur AFTER the bill is sent to the customer Billing errors can be identified by the customer or by the company An error can result in an adjustment (e.g. cancel/rebill) or no adjustment/correction to a bill. A bill does not have to be adjusted to be a considered an erroneous bill. Billing Exceptions Billing Errors Exception Report Printed Bill Review Review Bill Mailed

Exceptions Handling UPDATED 4/6/16 Validation: A = B+C+D+E F = G+H+I
K= G+I+J

Billing Definitions “Meter reading error” is an incorrect actual meter read by a company representative or incorrect remote meter read (such as AMR or AMI) There are 3 places where a meter reading error can normally be found: Automated (software) check in the meter reading software (MV90 etc. when the route is completed) Pre-bill review by Billing (after passing from meter reading) Post-bill identified by customer and upon review (field or office investigation) determined to be a meter reading error.

Payment Processing

Subject Areas for Payment Processing
Payment Volumes and Types Payment volumes and channels as delivered by the customer Payment volumes and channels as received Electronic Payments Payment Agencies Accuracy/Timeliness Efficiency Productivity Posting/timeliness

Payment Processing Definitions
Transactions Payment = Payments processed should roughly equal bills issued. One check for multiple bills counts as multiple payments. Multiple payments for one bill counts as multiple payments. Include all payments whether sent via mail, paid in local office, payment agency or pay station, paid on-line or through IVR or call center, or collected in the field. Performance Measures Payments that have been posted accurately to the right accounts as a percent of all payments Other Payment locations = Payment agencies; local offices, pay stations Cashiers in local offices should be included with this function since their primary function is to take payments. Other local office reps who handle activities in addition to taking payments are part of the contact center. Energy Assistance: payments might be processed by another agency or group. 3rd-party is paying on behalf of customer; agency accepts payment, uses other funds and processes it into the utility. Generally, put in "3rd Party"

Payment Processing Costs
Included costs: 3rd Party Contractor includes: Lockbox service Wholesale processing of payments Internal cost of processing payments: Labor, materials, etc. Excluded costs: Most companies have trouble capturing these fees and allocating them to customer service. So we have decided to exclude them from benchmarking. Transaction Fees (payment related – per payment fees) when paid by utility include: credit card transactions bank charges (checking account) Fees associated payment agencies Fees associated kiosk Fees associated with payments (even if a call or a local office) still go in Payment.

Payment Channels & Options
UPDATED 4/6/16 In some cases, customers opt out of a transaction before it’s completed. So your call center considers it a payment call, but payment didn’t receive the payment. So numbers may not match. Payment Channels & Options We ask you to provide information on payments both by channel and option. We also capture information in both the Contact Center (CT305) and Payment (PP5) areas about payments received. Be sure that data is reported in all areas. If a customer is transferred to a third party to make their credit card payment, we still want to track where they started (CSR, IVR, Web) not where the ended (3rd party). We’re tracking how they intended to deliver the payment, not how you processed it.

Technology Cost- Payment Processing

Staffing - Payment Processing
The Staffing Section asks for specific Payment Processing data on the following: Staff Counts (by function, by position within each function Outsourcing (mail and payment processing)

Payment Delivery vs. Processing
Payment “delivered by the customer” How the customer makes the payment or delivers the payment, can be either 1) manual or 2) electronic Any payment where there is an interaction with a person (In-Person 3rd party, CSR, Field Collector, Agent, etc) regardless of how that payment is ultimately transmitted to the utility is considered manual. Mailed payments are considered manual as are kiosk payments All other forms of delivery are considered electronic (e.g. IVR, Web, Direct Debit, CheckFree, etc.) Payment is “processed by the utility” How the utility processes the payment it is receiving, can be either 1) manual or 2) electronic transmittal and delivery Any payment where the processing has an associated manual activity–mailed, paid to a Collector, paid at the Local Office, bundled payment physically delivered to the utility, paid to a CSR over the phone– is considered manual All other forms of processing are considered electronic transmittal and delivery (e.g. electronically transmitted 3rd party payment, IVR, Web, Direct Debit, CheckFree, etc.) Lockbox payments are treated as a 3rd category and added to electronic as a separately reported measure

PAYMENT PROCESSING UPDATED 4/6/16
PP5_How many payments [usage bill and deposits] were delivered by the customer to the utility through each channel? Delivery Processing Manual Delivery Electronic Delivery Electronic Delivery or Transmittal Electronic Delivery or Transmittal, Lockbox Mail: Directly to utility X Mail: To lockbox [outsourcer or bank] 3 In-person: Field collector In-person: Local Office In-person: 3rd Party Agency - then delivered as bundled payments to utility In-person: 3rd Party Agency - then transmitted as electronic file 2 3rd Party Agency (Social Service) - then delivered as bundled payments to utility 3rd Party Agency (Social Service) - then transmitted as electronic file 1 In-person: Kiosk Call center: Via CSR Call center: Via IVR Electronic: Mobile APP Electronic: Text Electronic: Payment through Utility website (whether or not a 3rd party is used to process the payment) Electronic: Direct debit, automatic bill pay, pre-authorized payment (you go get the money) Electronic: Customer sends you the money via LIHEAP, ACH, EDI, CheckFree, Customer pays through their bank)

Proposed Profile Payment
Shows how PP5 creates the profiles. 2012YE 2011YE Mean Q1 Q2 Q3 Bars Cost Total Payment Processing Cost Per Account * Commodity $0.94 $0.60 $1.09 $1.22 11 $1.15 $0.76 $1.41 Total Payment Processing Cost Per Payment $0.11 $0.07 $0.10 $0.16 $0.14 $0.09 $0.12 $0.19 Internal Measures (1) Electronic Delivery of Payments 52.3% 51.6% 49.4% 46.3% 48.6% 47.0% 41.6% (2) Electronic Delivery or Transmittal of Payments 85% (3) Electronic Delivery or Transmittal + Outsourced Lockbox 82.4% 96.4% 91.7% 65.1%

Field Service

Technology Cost- Field Service

Field Service Scope and Activities…2 parts
Field Service Orders Field Service focuses on activity at the meter and includes: Billing-related activity – High bill investigation in the field, either customer or internally initiated, check read, rereads, meter tests in conjunction with investigation, meter change out in conjunction with investigation, also includes a disconnection for meter that had been left on, has usage, but no customer. Change of Account activity – new customer to service territory, customer moving within service territory; not greenfield site. Includes: Soft Connect/Disconnect (e.g. Read in or read out); Hard disconnect/reconnect (e.g. physically turn off service). Does not include a new meter set. Turn-on/turn-off for seasonal customers Field Credit activity – Credit disconnections and reconnections, notice delivery, field collections Even if these activities are performed in some other area of your company (e.g. meter electricians or line crews), we want them included in the Field Service section so that all companies are consistent. Field Service Order Management Benchmark the process for getting short-cycle, customer-generated AND internally-generated work to the field and completed

Field Services Detailed Cost Breakouts

Staffing - Field Service
The Staffing Section asks for specific Field Service data on the following: Staff Counts (by function, by position within each function Outsourcing

Field Service Definitions
A completed field order is one where: the assigned activity has been performed. CGI or “Can't Get In” does not count as a completed order. A trip to a service location that involves multiple commodities (e.g. gas and electric change of account) is considered as multiple trips. If multiple activities are performed at a location, count as only one trip. Do not include orders that may have been received by the Field Services but not fielded. If an order is received but not undertaken in the field (e.g. a credit order that is allowed to expire or is “office-completed”), do not include this in the completed orders. We only want to include fielded orders in FS5. Field Service policies have influence on activity costs Change of account estimating rules Hard vs. Soft Change of Account Credit policies AMI usage If you have an inactive meter that shows activity and you simply send a person to shut it off or remove it – put that in Field Service Do not double count

What's not included Gas odor response
Restoration Specialists (e.g. Electric Troubleshooters) Programmatic meter change-outs or tests Meter installations at a brand new service location; service upgrades; larger meter installs and related activities. Revenue Protection/ Assurance orders (e.g. remove meters, install locking rings, etc.) go in Revenue Protection Linemen, Line construction or O&M Energy efficiency activities (typically part of Marketing Department)

Field Service Order volumes (In Field)
We ask for aggregate volumes, then some detail about each type of order, including handling approaches and policies

Combining manual and AMI Field Service Activities
This year we’ve provided separate places for manual (in-person) and automated (technology) “field” service activity. But what happens when they are combined? You send someone out to notify the customer that they will be disconnected and then call the office to have them disconnected. Is that 1 order or 2. If in the past that was 1 order: notify and then disconnect on the same order, then treat as 1 order. Otherwise, if you’d notify one day and disconnect another day, that’s two orders.

Where are your field Service Activities Located?
UPDATED 4/6/16 Where are your field Service Activities Located? FS85--Help us understand where the following list of activities is performed in your organizationally. Include both AMI and fielded order types.

How many Total field Service Orders were completed
This is a new question to help us understand how many orders were completed of all types by your organization as you define it

Field service Order Planning and Scheduling, Execution and Measures
The purpose of this section is to understand your process for getting short-cycle, customer-generated AND internally-generated work to the field and completed. This includes the three specific field service activities (credit, billing investigations, and change of account) specified in previous pages. Because of the widespread adoption of mobile data solutions for many field activities, we are also interested in how the scheduling process for these activities interacts with other activities you do in the field. The following topics are covered in this year’s survey: Field Service Initiatives Planning and Scheduling Field Order Execution and Supervision Measures (Field) and Reporting

Process Model: Field Service Order Management Process
Order Issuance/ Dispatch Order Handling/ Completion Order Scheduling Order Assignment First step in the order management process as defined by 1QC. Simply scheduling- when, what time etc. Does not include the assignment of the order or the issuance or dispatch of the order Orders can be scheduled for example as: same day, current (with a specific date) or future (known to be scheduled for future time period but with out a specific date) Second step in the order management process The assignment of a scheduled order to a worker (or work group), geographic territory and skill set It does not include the issuance of the order to a worker and the workers tasks for a day or shift. Third step in the order management process The issuance of a scheduled and assigned order to a specific worker or work crew in the field. The best example of an issued order would be an order that is in the hands of the worker (or on his/her mobile device) to be handled and completed. 1QC uses issued and dispatched synonymously Last steps in the order management process. The worker handles the issued order and either completes it or updates the status if unable to complete (UTC, CGI etc.). The completion process includes documenting all the appropriate work information required to complete the order for field purposes

Outage Communications

Outage Communications Background
For 2016, as part of the core questionnaire we are surveying Outage Communications in one section. We are interested in investigating and understanding the approaches taken to communications (both incoming and outgoing) as well as self-service. These include: Organization/ support/ mutual Channels used --Live contact handling, IVR, Web, Mobile, Social Media Types of communications that are occurring—what is communicated, when, how etc. Approaches taken to and use of Estimated Restoration Times (ERT), including measures and initiatives

Topic Areas for Outage Communications
Inbound Communications (from customers) Outbound Communications (to customers) Estimated Restoration Times (ERT)

Meter Reading

Subject Areas for Meter Reading
Volumes Service Levels Missed Reads AMI

Meter Reading Introduction
Meter Reading covers regular monthly Manual reads Demand (MV-90) AMR: mobile read and 1-way fixed network AMI: 2-way fixed network reads used primarily for billing purposes Does not include Check reads, re-reads, etc., which are included in Field Service.

Technology Cost- Meter Reading

Meter Reading Detailed Cost Breakouts

Staffing - Meter Reading
The Staffing Section asks for specific Meter Reading data on the following: Staff Counts (by function, by position within each function Outsourcing

Meter Reading Definitions
UPDATED 4/6/16 Meter Reading Definitions Transactions Meter Read = Scheduled meter reads. If multiple meters are read at a premise, count as multiple reads. Include AMI/AMR, but only count one read per month for billing purposes, don’t count all of the interval reads used for information. Trips to take a reading for a change of account or as part of a billing investigation (e.g. re-read) should NOT be included, instead these are in Field Service. For Demand Meters, since the reader has to read both a demand register and a usage register, in order to produce a bill, count both reads. Performance Measures: Error Rate Any read entered and accepted by the meter reader/remote technology that was erroneous (e.g. failed hi low check parameters). The 3 places where a meter reading error generally can be found are: Automated (software) check in the meter reading software (MV90, etc. when the route is completed) Pre-bill review by billing group (after passing from meter reading) and subsequent evaluation of the exception Post-bill identified by customer and upon review (field or office investigation) determine meter reading error Missed or skipped reads don’t count as errors.

Meter Read Rate The goal of these questions is to understand your meter read rate. MR40 and MR45 are Performance Profile Measures

Meter Reading Volume Data
UPDATED 4/6/16 Meter Reading Volume Data The goal of these questions is to understand number of meter reads by meter type for billing purposes. If your AMI meters are read many times per month, we still only want an answer of “12” for those meters, not many hundreds or thousands. In MR15 we do ask for daily registered and interval reads If you’ve been changing out your meters from Manual to AMI (for example), use a monthly total for each meter type and then average over the year. That way as your manual meter count goes down and your AMI meter count goes up it’ll be reflected in the total number of meters reported for the year. Don’t just use year-end number. What to do with pre-pay meters: the meter count can be “manual” or “AMI” depending on the system. There won’t be a meter read or a bill, and the payment should be counted based upon how they pay for the usage.

Credit & Collections

Sections in the Credit questionnaire
Overall Results – Delinquencies Transaction Volumes Regulatory Environment Process Steps Account Initiation Collection Actions Final Account Management Supplier Credit

Process Model -- Key Areas of Credit & Collections
Customer Assistance Programs Account Initiation Active Account Management Collection Actions Final Account Management Credit Scoring Deposit Requirements Positive ID Customer Information Collection Fraud Prevention Past due Amounts Service Denial C/I initiation Deposit Review Behavioral Scoring Contact Center Policies Customer Segmentation C/I Analysis Late payment fees Landlord Agreements Special Accounts Record maintenance Final Bills* Vacant Properties Notices Payment Arrangements Outbound calling Field collections* Field termination (cut-out) * Restoration of service (cut-in) * Sheriffs Warrants/Legal Bankruptcy/Judgments C/I Collections Supplier Collections Final Billing* Write-off Skip-Tracing Collection Agency Operations Reporting to Credit Bureaus/ National Information Exchanges Low Income Assistance Programs Li-HEAP Programs DSS/ State Other Grants Notification to DSS of Pending Termination $ Minimums Community Outreach Regulatory Environment – RULES Process Management – Performance measurement & reporting, organization structure, staffing & resources, effectiveness measurement of individual actions, write-off forecasting, optimization modeling Involved/Affected Organizations – Credit, Call Center, Accounts Processing, Field/Meter Services Note: Process includes Residential and C&I segments * Not included in Credit Office Costs 124

Guidelines - Credit Office Activity
What's included: Notices issued, determination of disconnections and reconnections, payment arrangements when handled in the credit area (separate from contact center), outbound calls, policy development and execution Include any collection agency, skip trace, positive ID, etc. in contracted services (basically a company that you pay monthly no matter the amount of activity) Include credit scoring transaction fees (when payment is based upon the amount of activity) Only include credit postage if a separate credit mailing, otherwise put in billing. Include outbound credit calls, which are calls made by the company (or contractors) to remind customers to pay their overdue bills, make payment arrangements, etc. Bankruptcy Customer Assistance

Guidelines - Credit Office Activity
What's excluded: Field activities (connect/disconnect for non-pay, notices, collections) should be included in Field Service Inbound credit calls belong in contact center

Total Cost of Credit & Collections
The true cost of credit is spread throughout the questionnaire – some in Contact Center, some in Field Service, the rest in Credit Office – to better fit with the organization structure and channels for executing the work. For analysis purposes we’ll put the cost of credit back together. Here’s where to find the Total Cost of Credit & Collections: Credit Office Cost: FL5 Credit Office column. In addition we ask you to break out your answer in FL5 and provide some details in FL30 Outbound Credit Contacts Collection Agency Costs Credit Scoring Costs Customer Assistance Program Administration Costs All Other Credit Scoring Costs Field Credit Cost: from FL50 Credit Orders row Handling Inbound Credit Contacts Cost: from FL35 Inbound Credit Contacts

Staffing- Credit Office
Updated: 4/12/16 Staffing- Credit Office The Staffing Section asks for specific Credit Office data on the following: Staff Counts (by function, by position within each function Outsourcing

Technology Cost- Credit and Collections

Write-offs This question captures Revenue and Write-off information. Note the most important fields are highlighted in red. If you do not answer these, you will not appear on the Write-offs per Revenue graph. Write-offs Percent = Net percent of total revenue written off (e.g. less any recoveries). Goal is the actual dollar amount written off during the year. This is not necessarily the same as “uncollectibles”, which is in the FERC 904 account for the year, since that can be affected by changes in the provision for bad debt during the year (FERC 144 account). Write-offs are the annual “net” cost of bad debt. In other words any recoveries (less fees) should be subtracted from gross write-offs. 131

When does a customer/Bill become delinquent
We know that many companies count delinquencies differently. For some companies if a bill isn’t paid by day 31 (from when the bill is mailed) that bill will be 31 days past due. For another company, that bill will be 1 day past due. We want to try to get everyone to be consistent when reporting answers to questions CR5 and CR10. What you track: Bill is mailed: Day 1 Bill is due: Day 15, Day 30 Bill is late: Day 16, 31 Bill is past due 30 days: day 46, 61 What we want: Bill is mailed: Day 1 Bill is late: day 31 Bill is past due 30 days: day 61 CR10: % of customers past due 30 days =

Example: FERC 904 and 144 Validation
Performance Measure 1QC will perform some data validation checks to verify that the uncollectibles is determined correctly. In particular, the FERC 904 value should = Write-Offs – (change in FERC 144). An example can help: Essentially, the uncollectibles value varies in the opposite direction of the change in the Allowance for Bad Debt (FERC 144) In Example 1, the allowance isn’t changed from last year to this year, so write-offs and uncollectibles are the same. In Example 2, the allowance is increased from last year to this one, which has the effect of reducing the uncollectibles value for the year. Example 1 Example 2 144 Account (Last year, YE 2013) $100 144 Account (Current year, YE 2014) $120 Write-offs $115 Uncollectibles (Acct 904) $95

Revenue Protection

Revenue Protection: Scope of Activities
Revenue Protection activities vary greatly among utilities, depending on a number of factors, including commodities offered. Some utilities have dedicated Revenue Protection departments, which are the focus of this section. Other utilities leave the various activities in different areas of customer service and operations. For our purposes we only want you to include your dedicated Revenue Protection departments. What’s Included: The broadest definition (sometimes referred to as Revenue Assurance) includes both office and field activities surrounding these types of revenue loss: Energy theft (aka diversion, unauthorized usage): 1) Meter tampering; 2) Meter bypass; 3) unauthorized attachment. Fraud (aka identity theft): Field investigation related to fraudulent names, and passing accounts among roommates to avoid bills. Billing Problems: Field investigation and back billing for 1) usage on unmetered accounts, 2) usage on inactive accounts; 3) Meter errors (stopped or broken); 4) Not in system; unknown user Other activities/technologies: 1) Data mining to identify suspicious usage patterns; 2) AMI tamper flags If you send a revenue protection person out to investigate to determine if there is theft involved or revenue loss involved – put it in Revenue Protection. Do not double count

Revenue Protection: Scope of Activities
Updated: 4/12/16 Revenue Protection: Scope of Activities What’s excluded: Do not include meter-related field work performed by Field Service or Meter Shops Do not include special contact center programs to prevent identify theft or fraud at account initiation Do not include routine billing investigations Theft of Assets activities RP10 and RP15 both have questions about Theft of Assets. You may answer those questions, but exclude Theft of Assets from your financial and staffing reporting.

Revenue Protection Detailed Cost Breakouts

Technology Cost- Credit and Collections

Staffing - Revenue Protection
Updated: 4/12/16 Staffing - Revenue Protection The Staffing Section asks for specific Revenue Protection data on the following: Staff Counts (by function, by position within each function Outsourcing

Revenue Protection – the Iceberg Model
Cases Collected Cases Billed Cases Confirmed Cases Investigated Cases Reported Total Cases (unknown) The amount of revenue collected only reflects the “tip of the iceberg” when it comes to energy theft and fraud.

Revenue Protection: THE PROCESS Model
The process model is built on a series of individual steps through which each case must progress Reported: A reported issue (e.g. from Meter Reading, a hot line or data mining) is acknowledged and put in a backlog (perhaps identified as a “case”) Investigated: A revenue protection person reviews either in the office or in the field and identifies a course of action (probably identified as a “case”) Confirmed: The outcome of the investigation concludes there is usage that should have been paid for Billed: A bill is presented to the customer (almost always a “case”) Collected: Customer pays (and the “case” is closed) CASE Reported CASE Investigated CASE Confirmed CASE Billed CASE Collected

Relationship to Questionnaire
In order to separate cases between RP25 and 30 and RP35 and 40, you’ll probably have had to reach the confirmed stage. You’ve investigated the case and determined whether or not it was intentional theft (RP25/35) or an error by the company (RP30/40). Cases worked (asked in RP15) are any cases that are investigated, confirmed, billed, and collected. In order to answer RP15, you’ll have to have determined what type of case it in in the investigation stage. CASE Reported CASE Investigated CASE Confirmed CASE Billed CASE Collected

Energy Efficiency

Energy Efficiency Background
For 2016, we will begin benchmarking Energy Efficiency on a limited basis We are interested in investigating and what programs companies are offering (e.g. incentive, education, training, mass market etc.) and in what areas (residential, non residential In addition, company staffing, outsourcing, and organizational placement Initiatives and areas of growth

Doesn’t Change Yearly (DCY)

DCY Stands for…Doesn’t Change Yearly
Includes…questions that we’ll want to have access to annually, but whose answers only change as needed—they are now in this one section Please note that it include most all functional areas: Contact Center, Field Service, Payments, Credit and Collections and CS IT Examples: Certain regulatory requirements or metrics Certain organizational structure questions Information technology and systems in-place How it works…Tab in this year’s (2016) survey; section in the on-line software. Answer all the questions in this section in 2016, then only update as needed each year.

Thank you for your Input and Participation!
Your Presenters Ken Buckstaff Gene Dimitrov Rob Earle Debi Cook About 1QC First Quartile Consulting is a utility-focused consultancy providing a full range of consulting services including continuous process improvement, change management, benchmarking and more. You can count on a proven process that assesses and optimizes your resources, processes, leadership management and technology to align your business needs with your customer’s needs. Visit us at | Follow our updates on LinkedIn Corporate Office First Quartile Consulting th St., Suite 220 Cody, WY Satellite Offices Maryland | New York | Texas | Wisconsin

2016 Customer Service Benchmarking

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