Make the bill more simple, user friendly and easier to understand

Sponsor: PERSON Owner: PERSON Kickoff: 19Q4 Duration: Long

Hypothesis Potential Solution Activity timeline Status Owners
Perform assessment of bill to
understand improvement  -
§ Currently there are ~18K calls each month to the contact opportunities
center related to bills § Identify opportunities to make the bill Identify system / technology
§ There is an opportunity to make the bill more simple, user more simple and easier to understand, dependencies that impact bill format  -
friendly, and easier to understand without making significant changes that
Propose billing changes based on
§ A simpler bill that is easier to understand could reduce the drive additional billing inquiries or
impact and feasibility  -
number of customer inquiries (e.g. calls, live chats) related to customer contact volume
understanding their bill Implement changes by working with
 -

◔ ◕
internal/external stakeholders
 Need identified Owner defined
◑ Work initiated Early rollout
● Full rollout

Risks Dependencies Impacts

§ Significant technological / system
dependencies, as capabilities may limit
§ Any design changes to the bill present
possibilities of any visual changes to
the risk of increased call volume
bill
§ CCA billing still under consideration
§ Potential regulatory implications when
making billing changes
M Cost (e.g. materials, systems, labor)
§ Resource costs required to perform
initial assessment, identify
improvement opportunities, and
support any changes to bill format
§ Potential investments in systems if
additional capabilities are required
M Benefits (customers, employees, business)
§ Reduction in customer inquiries
regarding billing
§ Increase in customer sentiment /
effort score

We put customers first and provide an effortless service experience

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 Introduction Executive Summary Vision & alignment High-level design Operational improvement CS Transformation KPIs People & culture Next Steps Appendix

Simplify the credit card payment process for customers

Sponsor: PERSON Owner: PERSON Kickoff: 20Q1 Duration: Medium

Hypothesis Potential Solution Activity timeline Status Owners
Understand customer pain points with
existing credit card payment process  -
§ Customers are increasingly opting for credit card payments, § Provide deeper integration of credit
with average monthly number of credit card payments card payments with ENTITY and Design and develop solutions to
increasing 16% from 2017 to 2018 BillMatrix (e.g. My Account integration, addressing customer pain points  -

§ Currently, ENTITY offers credit card payments exclusively ESS payments over the phone) Work with appropriate stakeholders
through BillMatrix, which charges a convenience fee for each § Look to new platforms that could and teams to deliver the solution  -
transaction, limits autopay and offering options, and requires support more convenient payment Measure customer sentiment and
payment through an external channel options for customers effort for payments / credit card  -

 Need identified
◔ Owner defined
◑ Work initiated
◕ Early rollout
● Full rollout

Risks Dependencies Impacts

H Cost (e.g. materials, systems, labor) H Benefits (customers, employees, business)
§ Customer adoption of more costly
§ IT resources to support and systems § Operational costs vary depending on
credit card payments likely if made
changes that could be required solution, but could be significant if § Lift in customer sentiment and
more convenient
§ Solution(s) dependent on payment change requires new systems or customer effort
§ No other major risks identified, but
processing companies (e.g. BillMatrix, absorption of convenience fees § Potential reduction in late payments,
any specific risks dependent on
SpeedPay) § Resource costs required to support bad debt, etc.
solution(s) developed
implementation of initiatives

We put customers first and provide an effortless service experience

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 Introduction Executive Summary Vision & alignment High-level design Operational improvement CS Transformation KPIs People & culture Next Steps Appendix

Route customer to the correct agent through the IVR

Sponsor: PERSON Owner: PERSON Kickoff: 19Q3 Duration: Medium

Hypothesis Potential Solution Activity timeline Status Owners
Identify root-cause of incorrect agent
routing through the IVR  -

§ There is an opportunity to increase the effectiveness of IVR § While additional work is required to Develop solution based on root-cause
routing when the customer calls the contact center identify a solution, a potential initiative analysis  -

§ Currently, a number of calls are being routed to the incorrect could include re-vamping the existing Work with appropriate stakeholders to
agent resulting in additional call transfers and longer wait IVR to better service customers and implement changes outlined  -
times for customers support their needs Measure effectiveness of solution
implemented  -

 Need identified
◔ Owner defined
◑ Work initiated
◕ Early rollout
● Full rollout

Risks Dependencies Impacts

M Cost (e.g. materials, systems, labor) H Benefits (customers, employees, business)

§ Timing of changes should align to § Potentially requires integration with

ENTITY roadmap IVR systems § Initial investment of resources § Reduction in number of customer
§ Updating IVR presents additional risk § Resources required to assess existing required to perform assessment and transfers
for maintaining system uptime and IVR tree, identify painpoints, and design proper solution § Reduced customer wait time when
latency develop solution (e.g. updated IVR) § Systems investments potentially calling contact center
required if changes are significant § Potential increase in IVR containment

We put customers first and provide an effortless service experience

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 Introduction Executive Summary Vision & alignment High-level design Operational improvement CS Transformation KPIs People & culture Next Steps Appendix

Build flexibility to achieve 1-hour field appointment windows

Sponsor: PERSON Owner: PERSON Kickoff: 19Q2 Duration: Long

Hypothesis Potential Solution Activity timeline Status Owners
Assess customer impact of existing
field appointment windows ◔ LD

◔
§ Existing Customer Services field operations appointment
§ Build flexibility across ENTITY’s
windows are considered a significant customer pain point Assess financial impact to shifting
Customer Service organization to LD
given the broad appointment window slots when customers toward 1-hour appointment window
support more convenient appointment
request an appointment
windows, with time slots as short as 1- Develop formal business case,
§ As customer preferences and needs evolve, the need for
hour for both emergencies and non- including detailed rollout & timeline  -
shorter, more convenient appointment windows will become
emergencies Communicate and execute rollout plan
essential to achieve the ENTITY TOM
 -

◔ ◕
for shorter appointment windows
 Need identified Owner defined
◑ Work initiated Early rollout
● Full rollout

Risks Dependencies Impacts

H Cost (e.g. materials, systems, labor) H Benefits (customers, employees, business)

§ Potential for operational costs to
significantly exceed budget
§ Increased customer expectations
require improved forecasting and
dispatch capabilities
§ IT enablers and technologies (e.g.
WAM, proactive notifications)
§ Resources required for business case
development and feasibility
assessment
§ Significant impact to number of FTEs
and field resources required § Customer sentiment and satisfaction
§ Technology and system updates lift
potentially required § Faster responses times for other
§ Significant overhaul likely required for operational field / emergency requests
field service dispatch process

We put customers first and provide an effortless service experience

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 Introduction Executive Summary Vision & alignment High-level design Operational improvement CS Transformation KPIs People & culture Next Steps Appendix

Deliver a consistent experience across channels (e.g. Mobile App and

MyAccount) for customers
Sponsor: PERSON Owner: PERSON Kickoff: 20Q2 Duration: Long
Hypothesis Potential Solution Activity timeline Status Owners
Identify experience gaps between
Mobile App and My Account; develop  -
§ ENTITY customer usage of online service functionality such as business case based
Mobile App and My Account continue to rise as web and § Deliver a consistent experience across Refine solution requirements and
mobile become increasingly popular channels channels (e.g. Mobile App and capabilties required  -
§ The current customer experience of using the ENTITY website MyAccount) for customers by closely
Work with IT/digital teams to integrate
varies compared to the mobile app (e.g. different functionality aligning capabilities between web and
changes across channels  -
and capabilities). As a result, there is an opportunity to deliver mobile
a more consistent experience across these channels Measure and assess performance  -

 Need identified
◔ Owner defined
◑ Work initiated
◕ Early rollout
● Full rollout

Risks Dependencies Impacts

§ Significant dependence on IT and
§ Initiative could become costly to
associated systems to support desired
maintain on an ongoing basis as
capabilties across both channels
capabilties grow on both channels
§ ENTITY roadmap and capabilties need
§ Performance and latency could be
to be considered as part of this
impacted as customer volume grows
initiative
H Cost (e.g. materials, systems, labor)
§ Significant IT and digital resources
required to align capabilties and
experience between the two channels
§ Additional resources required to
support initiative on an ongoing basis
M Benefits (customers, employees, business)
§ Potential lift in customer sentiment /
customer effort score
§ Drives adoption of cheaper, more
efficient digital channels
§ Supports training proficiency with a
consistent set of capabilties across
channels

We prioritize digital solutions for our team and our customers

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