1. Omaha Public Power District Successful Transition from Call Center to Customer Solution Center Presented to APPA 2004 Business and Financial Conference September 21, 2004

2. Background  Publicly-owned electric utility  Regulatory oversight by 8-member elected Board of Directors  Serve 13 counties and 307,000 customers in eastern Nebraska  1600 employees that are represented by 3 different unions

3. Customer Care Services Department  Encompasses six Omaha metro branch offices and the Call Center  58 contract positions and 5 supervisor positions  CSRs process 20,000 contacts a week; 10,000 are walk-in customers

4. Customer Care Services Department Cont’d  Ability to take any type of call  Call types consist of: –electric service problems –service orders –bill inquiries –payments

5. Customer Care Services Department Cont’d.  Call Center is staffed 24/7/365  Branch offices are open 8-8 M-F and 9-1 on Saturdays

6. 1997 - A Turning Point  Through the efforts of a new customer-focused philosophy at OPPD came our mission…..our goal…. our MAIN THING -  EXCEED CUSTOMER EXPECTATIONS!

7. What Did That Mean?  Surveys said that customers wanted a reliable supply of electricity with outstanding customer service  With federal/state deregulation looming, it meant offering & bundling products/services so that customers were less likely to switch utilities, if given the choice

8. It meant changing the way we interact with customers...  External: –Concentrating on building a relationship with that customer –Offering the customer a solution for a particular situation

9.  Internal: –Rewarding CSRs based on performance –Introduction of a “Universal Rep” concept

10. How Did That Happen?  Management worked with the Union to restructure CSR job classifications to support universal rep concept which allowed for sales incentives  Management developed dept. and CSR performance tracking measures and campaign goals

11. Both Sides Win  Win-win situation for Union and Management –Union able to secure sales incentives –Management able to initiate customer focused ideas and performance-based tracking measures for CSRs/department

12. While at the same time Internally...  Updating Call Center environment with new design and phone system and new CIS system.  Building better relationship between union stewards and management in order to prepare employees for changes

13.  Instituted monthly Manager Meetings in which reps are able to visit w/Manager about customer/dept. issues  Began working to introduce offering concept to reps

14. What was still missing?  For any of these changes to be successful, had to have the CSRs’ buy-in and their confidence in customer-focused direction and about offering products/services  Enter Barbara Burke & Associates

15. Barbara Burke & Assoc.  Provide training to help CSRs overcome apprehension in offering products/services  Cooperative effort to provide scripts and flip charts  Worked w/Marketing to develop structured campaigns

16. Green Power Time Frame SalesGoal % of Goal 1/27/02-3/1/02808800101% 4/8/02-4/28/02499400125% 9/8/02-10/5/02615400154%

17. Surge Guard/UPS Time Frame SalesGoal % of Goal 5/4/03-6/15/0317701502118% 8/10/03-9/13/0317031001170% 11/30/03- 12/13/03 11665178%

18. Was It a Smooth Transition?  Some push back from CSRs on offering and fact that it is mandatory on every call  Old mentality of promotions were based on seniority  Thought OPPD was heading toward telemarketing

19. 2003 and beyond…  Customer Care Services has an excellent track record of offering products/services to customers.  Initiated major culture change in a union environment to ensure outstanding customer service

20.  Continue to monitor customer trends and fine tune performance measures  Continue to build relationship w/customer by offering products/services

21. Questions?