2005 Customer Service Final Report - General October 07, 2005 PA Benchmarking Team

2005 Customer Service Final Report -

General

October 07, 2005

PA Benchmarking Team

Ken Buckstaff

Debra Mclain

Tim Szybalski

Carl Wojcik

PA Consulting Group. +1 213-689-1515

Or E-Mail anyone on the team at:

FirstName.LastName@paconsulting.com

US, Dollars

©2001 PA Consulting Group, All Rights Reserved

I

2005 Customer Service Final Report - General

Customer Service

- Participating Companies -

Baltimore Gas & Electric Company, MD

CenterPoint Energy-Houston Gas, TX

CenterPoint Energy-Minnegasco, MN

CenterPoint Energy-Southern Gas - Arkla, AR

CenterPoint Energy-Southern Gas - Entex, TX

Commonwealth Edison Co, IL

Dominion - Electric

Dominion - Gas

DTE Energy

Duke Power, NC

Enbridge Gas Distribution, Ontario

Eskom

Exelon - PECO Energy Co, PA

FirstEnergy Corp., OH

Florida Power & Light, FL

Hydro-Quebec, Canada

Indianapolis Power & Light, IN

KCPL - GPE, MO

Los Angeles Department of Water and Power, CA

Nashville Electric Service, TN

National Grid, USA - NE

Niagara Mohawk, A National Grid Company

NiSource

Northwestern Energy

Northwestern Energy - MT

Northwestern Energy - SD

Omaha Public Power District, NE

Pacific Gas & Electric, CA

Pasadena Water And Power, CA

Pepco Holdings, Inc. - Conectiv

Pepco Holdings, Inc. - Pepco

Progress Energy - Carolina

Progress Energy - Florida

Public Service Electric & Gas Company, NJ

San Diego Gas & Electric Company, CA

Southern California Edison Company, CA

Southern California Gas Company, CA

We Energies, WI

Westar Energy


II


CS Statistical

(###) Report Viewer Record Number Section Contents

Pg. 1. (5) Customer Service Expense (Including Uncollectibles) - Per Adjusted Customer

Pg. 2. (6) Customer Service Expense (Excluding Support Process) - Per Adjusted Customer

Pg. 3. (7) Customer Service Expense (Excluding Uncollectibles & Support Process) - Per Adjusted Customer

Pg. 4. (8) Customer Service Expense (Excluding Uncollectibles) - Per Adjusted Customer

Pg. 5. (9) Customer Service Expense (Including Pensions & Benefits) - Per Adjusted Customer

Pg. 6. (10) Customer Service Expense (Including Uncollectibles & Pensions & Benefits) - Per Adjusted Customer

Pg. 7. (11) Customer Service Expenditures - Per Adjusted Customer

Pg. 8. (12) Customer Service Expenditures (Excluding Uncollectibles) - Per Adjusted Customer

Pg. 9. (13) Customer Service Expenditures (Including Pensions & Benefits) - Per Adjusted Customer

Pg. 10. (14) Customer Service Expense (Including Uncollectibles) - Per Customer

Pg. 11. (15) Customer Service Expense (Excluding Support Process) - Per Customer

Pg. 12. (16) Customer Service Expense (Excluding Uncollectibles & Support Process) - Per Customer

Pg. 13. (17) Customer Service Expense (Excluding Uncollectibles) - Per Customer

Pg. 14. (18) Customer Service Expense (Including Pensions & Benefits) - Per Customer

Pg. 15. (19) Customer Service Expense (Including Uncollectibles and Pensions & Benefits) - Per Customer

Pg. 16. (20) Customer Service Expenditures - Per Customer

Pg. 16.1. (21) Customer Service Expenditures - Per Adjusted Customer

Pg. 17. (22) Customer Service Expenditures (Excluding Uncollectibles) - Per Customer

Pg. 18. (23) Customer Service Expenditures (Including Pensions & Benefits) - Per Customer

Pg. 19. (24) Customer Service Expense (Excluding Uncollectibles) - Per MWh Sold

Pg. 20. (25) Total Customer Service Expense - By Type

Pg. 21. (26) Commodities Supplied To Customers -

Pg. 22. (27) Customer Demographics -

Pg. 23. (28) Customer Demographics — Electric - Ordered by Percentage of Residential Customers

Pg. 24. (29) Customer Demographics — Gas - Ordered by Percentage of Residential Customers

Pg. 26. (30) Gas Customers as a Percent of Total Customers -

Pg. 27. (31) Percent Single Commodity Customers -

Pg. 28. (32) Percent of Customers that are Commercial/Industrial -

Pg. 29. (33) Customer Density — Electric -

Pg. 30. (34) Customer Density — Gas -

Pg. 32. (35) Energy Usage — Electric - Average Annual Usage per Residential Customer

Pg. 33. (36) Energy Usage — Gas - Average Annual Usage per Residential Customer

Pg. 35. (37) Customer Energy Usage Demographics - Electric -

Pg. 36. (38) Customer Energy Usage Demographics — Gas -

Pg. 38. (39) Revenue - Per Adjusted Customer

Pg. 39. (40) Total End-Use Gas Customer Sales Revenues At Year End - Per Gas Customer


III


CS Statistical


Pg. 40. (41) Total End-Use Electric Customer Sales Revenues At Year End - Per Electric Customer


IV

CS Statistical

Customer Service Expense (Including Uncollectibles)

Per Adjusted Customer

Mean

$48.52

Quartile 1

$26.81 <= $37.44

Quartile 2

$37.44 <= $45.72

Quartile 3

$45.72 <= $57.62

Quartile 4

$57.62 <= $82.52

Expense per Adj. Cust.

ID Number Used: Regular

$90.00

$80.00

$70.00

$60.00

$50.00

$40.00

$30.00

$20.00

$10.00

$0.00

3

0

3

1

1

5

3

8

3

2

5 6

4

5

2

1

3

1

9

4

4

0

3 1

2

3

1

2

2

4

2

5

2

2

7

4

9

2

9

4

2

3

9

2

7

1

8

1

0

4

7

2

6

8

3

4

4

1

1

6

1

7

3

7

Contact Center

Field Service

Meter Reading

Billing

Payment Services

Credit & Collections

Uncollectibles

Revenue Protection

CS Support

Source/Calculation: SUM{B.3}/(SUM{A.3}+SUM{A.4}+SUM{A.5}+(SUM{A.6}+SUM{A.7}+SUM{A.8})*2+SUM{A.9}*3)

Year: 2004

Calculation shown is for the first piece of the stacked bar only.

®US, Dollars ©2005 PA Consulting Group, All Rights Reserved

6530

Final Report

1

ID Number Used: Regular CS Statistical

Customer Service Expense (Excluding Support Process)


Mean

$44.26

Quartile 1

$25.92 <= $34.11

Quartile 2

$34.11 <= $41.85

Quartile 3

$41.85 <= $53.23

Quartile 4

$53.23 <= $79.52


$80.00

$70.00

$60.00

$50.00

$40.00

$30.00

$20.00

$10.00

$0.00

3

0

1

5

5 6

3

8

3

1

2

1

9

3

2

4

4

5

1

3

2

3

4

0

2

4

3 1

2

2

2

9

2

5

7

1

2

2

7

4

9

3

9

4

2

4

7

1

8

1

0

1

7

1

6

2

6

8

4

1

3

4

3

7

Contact Center

Field Service

Meter Reading

Billing

Payment Services


Uncollectibles

Revenue Protection


Year: 2004



1000009

Final Report

2


Customer Service Expense (Excluding Uncollectibles & Support

Process)


Mean

$36.35

Quartile 1

$21.47 <= $27.61


Quartile 2

$27.61 <= $34.32

Quartile 3

$34.32 <= $43.47

Quartile 4

$43.47 <= $57.49

$60.00

$50.00

$40.00

$30.00

$20.00

$10.00

$0.00

3

0

3

1

4

5

1

5

3

2

5 1 6

2

3

4

3

8

7 2

1

3

2

5

1

9

4

0

1

0

2

4

2

9

2

2

3 8

2

7

1

2

3

9

4

7

1

8

1

7

4

9

4

2

3

7

2

6

1

6

3

4

4

1

Contact Center Field Service Meter Reading Billing Payment Services Credit & Collections Revenue Protection


Year:


1000008

Final Report

3

CS Statistical

Customer Service Expense (Excluding Uncollectibles)



Mean

$40.61

Quartile 1

$22.36 <= $32.96

Quartile 2

$32.96 <= $38.67

Quartile 3

$38.67 <= $48.10

Quartile 4

$48.10 <= $64.31


$70.00

$60.00

$50.00

$40.00

$30.00

$20.00

$10.00

$0.00

3

0

3

1

4

5

3

2

1

1

5

3

8

5 6

1

3

2

3

4 2 7

4

0

2

5

1

0

1

9

3

1

2

2

2

2

4

8

3

9

2

9

1

8

2

7

4

2

4

9

4

7

3

7

2

6

3

4

1

6

4

1

1

7

Contact Center

Field Service

Meter Reading

Billing

Payment Services


Revenue Protection

CS Support


Year: 2004



7434

Final Report

4


Customer Service Expense (Including Pensions & Benefits)


Mean

$47.64

Quartile 1

$24.10 <= $36.15

Quartile 2

$36.15 <= $44.20

Quartile 3

$44.20 <= $55.31

Quartile 4

$55.31 <= $83.91


$90.00

$80.00

$70.00

$60.00

$50.00

$40.00

$30.00

$20.00

$10.00

$0.00

3

1

3

0

1

4

5

1

5

3

2

5

4

0

3

8

4

1

3

6 3

2

5

2 7

2

3

3

9

2

9

2

2

8

4

2

4

7

1

2

1

0

2

4

2

7

1

9

4

9

1

8

3

7

4

1

1

6

1

7

3

4

2

6

Contact Center

Field Service

Meter Reading

Billing

Payment Services


Revenue Protection

CS Support

Pensions & Benefits


Year: 2004



1000077

Final Report

5


Customer Service Expense (Including Uncollectibles & Pensions

& Benefits)


Mean

$55.55

Quartile 1

$28.95 <= $41.64


Quartile 2

$41.64 <= $52.66

Quartile 3

$52.66 <= $64.07

Quartile 4

$64.07 <= $95.00

$100.00

$90.00

$80.00

$70.00

$60.00

$50.00

$40.00

$30.00

$20.00

$10.00

$0.00

3

0

3

1

1

5

5

3

8

3

2

4

5

4

0

6 3 1 2

1

3

4

2

9

2

5

2

2

4

2

3

9

2

3

1

2

7

1

9

2

4

4

9

4

7

2

7

1

8

8

4

1

1

0

1

6

1

7

3

4

2

6

3

7

Contact Center

Field Service

Meter Reading

Billing

Payment Services


Uncollectible Expense

Revenue Protection

CS Support

Pensions & Benefits


Year:


1000214

Final Report

6

Quartile 4

$62.45 <= $88.17


Customer Service Expenditures


Mean

$50.76

Quartile 1

$27.09 <= $39.50

Quartile 2

$39.50 <= $47.50

Quartile 3

$47.50 <= $62.45


$90.00

$80.00

$70.00

$60.00

$50.00

$40.00

$30.00

$20.00

$10.00

$0.00

3

0

3

1

1

5

5 6

3

8

2

3

2

1

3

4

1

9

4

0

3 1

4

5

1

2

2

4

2

3

7

2

2

2

5

2

9

4

9

4

2

3

9

1

0

1

8

2

7

3

4

2

6

8

1

6

4

7

4

1

1

7

3

7

Contact Center

Field Service

Meter Reading

Billing

Payment Services



Revenue Protection

CS Support

Capital


Year: 2004



1000167

Final Report

7


Customer Service Expenditures (Excluding Uncollectibles)


Mean

$42.85

Quartile 1

$22.63 <= $33.40

Quartile 2

$33.40 <= $40.43

Quartile 3

$40.43 <= $50.32

Quartile 4

$50.32 <= $68.90

Expense per Customer

$70.00

$60.00

$50.00

$40.00

$30.00

$20.00

$10.00

$0.00

3

0

3

1

1

3

2

1

5

5

4

5

6

1

3

4

3

8

2 7

4

0

2

3

2

5

3

1

9

1

0

1

2

2

4

2

2

2

9

3

9

8

4

2

4

9

1

8

2

7

3

7

3

4

2

6

4

7

1

6

1

7

4

1

Contact Center

Field Service

Meter Reading

Billing

Payment Services


Revenue Protection

CS Support

Capital


Year: 2004



1000169

Final Report

8


Customer Service Expenditures (Including Pensions & Benefits)


Mean

$57.79

Quartile 1

$29.22 <= $42.21

Quartile 2

$42.21 <= $53.56

Quartile 3

$53.56 <= $73.59

Quartile 4

$73.59 <= $100.65


$120.00

$100.00

$80.00

$60.00

$40.00

$20.00

$0.00

3

0

3

1

1

5

5

3

8

3

2

6

4

0

3 1

1

3

4 2

4

5

2

9

4

2

2

2

3

9

2

5

1

2

7

2

3

1

9

2

4

4

9

2

7

1

8

4

7

8

1

0

4

1

1

6

3

4

1

7

2

6

3

7

Contact Center

Field Service

Meter Reading

Billing

Payment Services



Revenue Protection

CS Support

Capital

Pensions & Benefits


Year: 2004



1000212

Final Report

9

CS Statistical

Customer Service Expense (Including Uncollectibles)

Per Customer

Mean

$55.14

Quartile 1

$26.81 <= $43.12

Quartile 2

$43.12 <= $50.62

Quartile 3

$50.62 <= $67.04

Quartile 4

$67.04 <= $105.21



$120.00

$100.00

$80.00

$60.00

$40.00

$20.00

$0.00

3

0

3

2

6

4

5

2

1

3

4

4

0

1

2

3

1

2

2

4

2

5

1

5

5

3

1

4

9

3

2

9

1

9

4

2

3

9

3

8

2

7

1

8

4

7

3

4

4

1

2

2

1

7

7

1

0

1

6

8

2

6

3

7

Contact Center

Field Service

Meter Reading

Billing

Payment Services


Uncollectibles

Revenue Protection

CS Support

Source/Calculation: (SUM{B.3})/(SUM{A.3}+SUM{A.4}+SUM{A.5}+SUM{A.6}+SUM{A.7}+SUM{A.8}+SUM{A.9})

Year: 2004



50355

Final Report

10


Customer Service Expense (Excluding Support Process)

Per Customer

Mean

$50.34

Quartile 1

$25.92 <= $37.92

Quartile 2

$37.92 <= $47.65

Quartile 3

$47.65 <= $58.11

Quartile 4

$58.11 <= $101.38


$120.00

$100.00

$80.00

$60.00

$40.00

$20.00

$0.00

3

0

6 2

3

2

4

4

5

1

3

2

3

1

5

4

0

2

4

5 1

2

9

2

5

1

9

1

2

2

7

3

1

3

4

9

3

8

3

9

4

2

4

7

1

8

1

7

4

1

3

4

2

2

1

6

7

1

0

8

2

6

3

7

Contact Center

Field Service

Meter Reading

Billing

Payment Processing


Uncollectibles

Revenue Protection


Year: 2004



1000010

Final Report

11


Customer Service Expense (Excluding Uncollectibles & Support

Process)

Per Customer

Mean

$41.18

Quartile 1

$21.47 <= $32.46


Quartile 2

$32.46 <= $41.41

Quartile 3

$41.41 <= $47.75

Quartile 4

$47.75 <= $79.58

$80.00

$70.00

$60.00

$50.00

$40.00

$30.00

$20.00

$10.00

$0.00

3

0

4

5

3

2

1 6

2

3

4 2

1

3

2

5

4

0

1

5

2

4

2

9

3

1

5

2

7

1

2

3

9

4

7

1

0

1

9

1

8

3

1

7

4

9

3

8

4

2

7 8

3

4

1

6

2

2

4

1

3

7

2

6

Contact Center Field Service Meter Reading Billing Payment Services Credit & Collections Revenue Protection


Year:


1000007

Final Report

12

CS Statistical


Per Customer


Mean

$45.99

Quartile 1

$22.36 <= $35.34

Quartile 2

$35.34 <= $45.53

Quartile 3

$45.53 <= $52.56

Quartile 4

$52.56 <= $83.39


$90.00

$80.00

$70.00

$60.00

$50.00

$40.00

$30.00

$20.00

$10.00

$0.00

3

0

4

5

3

2

1 6

1

3

2

3

4 2

4

0

2

5

3

1

1

2

2

4

1

5

5

3

9

2

9

3

1

8

2

7

4

2

1

0

4

9

4

7

1

9

3

8

8 7

3

4

4

1

1

7

2

2

3

7

1

6

2

6

Contact Center

Field Service

Meter Reading

Billing

Payment Services


Revenue Protection

CS Support


Year: 2004



1829

Final Report

13


Customer Service Expense (Including Pensions & Benefits)

Per Customer

Mean

$54.23

Quartile 1

$24.49 <= $40.03

Quartile 2

$40.03 <= $49.26

Quartile 3

$49.26 <= $67.20

Quartile 4

$67.20 <= $130.89


$140.00

$120.00

$100.00

$80.00

$60.00

$40.00

$20.00

$0.00

3

0

1

4

5

3

2

4

0

3

1

4

1

3

6

2

5

2

1

5

5

2

3

3

9

2

9

3

4

2

4

7

1

2

2

4

2

7

3

8

4

9

1

8

8

4

1

1

0

7

2

2

1

9

1

7

3

7

3

4

1

6

2

6

Contact Center

Field Service

Meter Reading

Billing

Payment Services


Revenue Protection

CS Support

Pensions & Benefits


Year: 2004



1000078

Final Report

14


Customer Service Expense (Including Uncollectibles and

Pensions & Benefits)

Per Customer

Mean

$63.39

Quartile 1

$28.95 <= $45.76


Quartile 2

$45.76 <= $54.11

Quartile 3

$54.11 <= $76.96

Quartile 4

$76.96 <= $145.06

$160.00

$140.00

$120.00

$100.00

$80.00

$60.00

$40.00

$20.00

$0.00

3

0

3

2

4

5

4

0

6 1 2

1

3

4

1

5

5

3

1

3

2

9

2

5

4

2

3

9

2

3

1

2

2

4

4

9

3

8

4

7

2

7

1

8

4

1

1

9

2

2

7 8

1

7

3

4

1

6

1

0

3

7

2

6

Contact Center

Field Service

Meter Reading

Billing

Payment Services



Revenue Protection

CS Support

Pensions & Benefits


Year:


1000215

Final Report

15

Quartile 4

$73 <= $112



Per Customer

Mean

$58

Quartile 1

$27 <= $45

Quartile 2

$45 <= $51

Quartile 3

$51 <= $73

Expenditures per Customer

$120

$100

$80

$60

$40

$20

$0

3

0

6 2

3

2

1

3

4

4

0

1

4

5

1

2

1

5

2

3

5

2

5

3

1

2

4

3

2

9

4

9

4

2

3

9

1

9

3

8

1

8

2

7

3

4

4

7

4

1

7

2

2

1

7

1

6

1

0

8

2

6

3

7

Contact Center

Field Service

Meter Reading

Billing

Payment Services



Revenue Protection

CS Support

Capital

Source/Calculation: SUM{B.3}/(SUM{A.3}+SUM{A.4}+SUM{A.5}+SUM{A.6}+SUM{A.7}+SUM{A.8}+SUM{A.9})

Year: 2004



1000170

Final Report

16

Quartile 4

$62 <= $88




Mean

$51

Quartile 1

$27 <= $40

Quartile 2

$40 <= $48

Quartile 3

$48 <= $62

Expenditures per Adj. Customer

$90

$80

$70

$60

$50

$40

$30

$20

$10

$0

3

0

3

1

1

5

5 6

3

8

2

3

2

1

3

4

1

9

4

0

3 1

4

5

1

2

2

3

7

2

2

2

5

2

4

2

9

4

9

4

2

3

9

1

0

1

8

2

6

2

7

3

4

8

1

6

4

7

4

1

1

7

3

7

Contact Center

Field Service

Meter Reading

Billing

Payment Services



Revenue Protection

CS Support

Capital


Year: 2004



1000691

Final Report

16.1


Customer Service Expenditures (Excluding Uncollectibles)

Per Customer

Mean

$48.35

Quartile 1

$22.63 <= $36.24

Quartile 2

$36.24 <= $46.73

Quartile 3

$46.73 <= $56.29

Quartile 4

$56.29 <= $83.39


$90.00

$80.00

$70.00

$60.00

$50.00

$40.00

$30.00

$20.00

$10.00

$0.00

3

0

1

3

2

4

5

6 4

1

3

2

4

0

3

1

2

3

2

5

1

2

1

5

5

2

9

3

9

2

4

3

4

2

4

9

1

8

1

0

1

9

3

8

7

2

7

3

4

8

4

7

2

2

1

7

4

1

1

6

3

7

2

6

Contact Center

Field Service

Meter Reading

Billing

Payment Services


Revenue Protection

CS Support

Capital


Year: 2004



1000168

Final Report

17


Customer Service Expenditures (Including Pensions & Benefits)

Per Customer

Mean

$65.75

Quartile 1

$29.22 <= $46.67

Quartile 2

$46.67 <= $56.47

Quartile 3

$56.47 <= $79.10

Quartile 4

$79.10 <= $145.06


$160.00

$140.00

$120.00

$100.00

$80.00

$60.00

$40.00

$20.00

$0.00

3

0

3

2

6

4

0

1

1

3

4 2

4

5

1

5

5

3

1

3

2

9

4

2

3

9

2

5

1

2

2

3

4

9

2

4

3

8

2

7

1

8

4

7

4

1

1

9

2

2

7

3

4

1

7

8

1

6

1

0

3

7

2

6

Call Center

Field Service

Meter Reading

Billing

Payment Services



Revenue Protection

CS Support

Capital

Pensions & Benefits


Year: 2004



1000213

Final Report

18

CS Statistical


Per MWh Sold


Mean

$2.15

Quartile 1

$0.80 <= $1.22

Quartile 2

$1.22 <= $1.62

Quartile 3

$1.62 <= $3.01

Quartile 4

$3.01 <= $4.62


$5.00

$4.50

$4.00

$3.50

$3.00

$2.50

$2.00

$1.50

$1.00

$0.50

$0.00

4

3

2

1

3

3

0

4

1

6

4

7

2

4

0

3

1

2

3

4

8

2

5

2

7

1

1

7

2

4

8

3

4

1

5

1

0

5 7

1

6

3

8

2

6

2

2

3

7

3

2

0

1

2

4

2

4

5

3

9

2

9

4

9

1

9

1

8

Contact Center

Field Service

Meter Reading

Billing

Payment Services


Revenue Protection

CS Support

Source/Calculation: (SUM{B.3})/SUM{A.10}

Year: 2004



1000338

Final Report

19


Total Customer Service Expense

By Type

Percent

100%

80%

60%

40%

20%

0%

3

0

2

9

2

8

4

7

1

3

1

0

3

2

6

1

6

4

8

2

4

0

4

5

4 1

1

7

2

7

2

3

1

2

8

2

6

3

7

3

1

3

9

3

4

7

2

5

1

8

1

9

2

4

2

2

3

8

1

5

5 3

4

9

4

1

4

2

Contact Center

Field Service

Meter Reading

Billing

Payment Services

Credit and Collections

Revenue Protection

CS Support

Source/Calculation: (SUM{B.3})/(SUM{B.3}+SUM{B.52}+SUM{B.19}+SUM{B.10}+SUM{B.26}+SUM{B.32}+SUM{B.38}+SUM{B.49}+SUM{B.47}+SUM{B.51})

Year: 2004



10055

Final Report

20


Commodities Supplied To Customers

Question

1. Electricity:

2. Gas:

3. Water:

4. Sew er:

99. Other:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

82.1%

51.3%

5.1%

2.6%

5.1%

Source/Calculation: A.2.1

Year: 2004


9104

Final Report

21


Customer Demographics

Percent

100.0%

80.0%

60.0%

40.0%

20.0%

0.0%

1

2

5

3

0

2

4

1

3

3

4

6

4

1

2

7

1

7

4

0

2

3

4

7

2

8

2

3

2

4

1

6

4

8

8

1

0

1

9

3

7

1

5

5

3

1

3

3

8

7

2

2

2

6

2

0

4

2

2

9

3

9

4

9

1

2

4

5

1

8

Electric Only Gas Only Water Only Electric & Gas Electric & Water Gas & Water Electric, Gas, Water

Source/Calculation: SUM{A.3}/(SUM{A.3}+SUM{A.4}+SUM{A.5}+(SUM{A.6}+SUM{A.7}+SUM{A.8})*2+SUM{A.9}*3)

Year: 2004



50325

Final Report

22


Customer Demographics — Electric

Ordered by Percentage of Residential Customers

Percent of Customers

100%

80%

60%

40%

20%

0%

3

7

4

7

2

0

2

3

1

7

3

1

1

0

2

2

2

7

3

2

3

4

3

8

3

0

2

5

4

0

6

1

6

1

2

8

2

4

Utilities

2 7

4

8

3

1

3

4 5

1

5

4

1

1

9

2

6

8

3

9

1

2

2

9

4

5

4

2

1

8

4

9

Residential Commercial Industrial Other Breakdow n Unavailable

Source/Calculation: (A.3.1+A.6.1+A.7.1+A.9.1)/(SUM{A.3}+SUM{A.6}+SUM{A.7}+SUM{A.9})

Year: 2004



487

Final Report

23


Customer Demographics — Gas

Ordered by Percentage of Residential Customers


100%

80%

60%

40%

20%

0%

3

8

4

9

2

2

1

2

3

1

1

8

1

6

1

0

4

5

2

9

2

0

7

4

2

3

9

1

5

5 3

3

7

2

6

8

Utilities

6

4

1

1 2

4

0

3

0

4

7

2

7

2

4

4

2

8

2

3

2

5

3

2

1

7

3

4

4

8

1

3

1

9

Residential Commercial Industrial Other Breakdow n Unavailable

Source/Calculation: (A.4.1+A.6.1+A.8.1+A.9.1)/(SUM{A.4}+SUM{A.6}+SUM{A.8}+SUM{A.9})

Year: 2004



488

Final Report

24


Gas Customers as a Percent of Total Customers

Mean

30.9%

Percent

100.0%

90.0%

1

0

0

.

0

%

1

0

0

.

0

%

1

0

0

.

0

%

1

0

0

.

0

%

1

0

0

.

0

%

1

0

0

.

0

%

1

0

0

.

0

%

80.0%

70.0%

60.0%

50.0%

40.0%

30.0%

20.0%

10.0%

0

.

0

%

0.0%

6

4

8

0

.

0

%

0

.

0

%

0

.

0

%

0

.

0

%

0

.

0

%

0

.

0

%

0

.

0

%

0

.

0

%

0

.

0

%

0

.

0

%

0

.

0

%

0

.

0

%

0

.

0

%

0

.

0

%

0

.

0

%

0

.

0

%

0

.

0

%

0

.

0

%

1

7

2

8

1

9

3

2

4

0

3

4

2

2

7

2

4

3

0

2

5

4

7

1

3

1

4

1

2

3

4

1

6

.

3

1

0

%

8

2

3

.

3

%

2

6

.

0

%

3

4

.

5

%

.

8

3

4

%

.

8

3

6

%

3

8

.

1

%

.

3

4

0

%

4

5

.

1

%

.

4

4

5

%

.

4

4

8

%

.

8

5

8

%

.

8

6

2

%

1

0

3

1

1

5

3

7

3

8

5 7

2

2

2

6

3

2

0

4

9

2

9

3

9

4

5

4

2

1

2

1

8

Source/Calculation: (SUM{A.4}+SUM{A.6}+SUM{A.8}+SUM{A.9})/(SUM{A.3}+SUM{A.4}+SUM{A.5}+(SUM{A.6}+SUM{A.7}+SUM{A.8})*2+SUM{A.9}*3)

Year: 2004



1000288

Final Report

26


Percent Single Commodity Customers

Percent

100.0%

90.0%

80.0%

70.0%

60.0%

50.0%

40.0%

30.0%

20.0%

10.0%

0.0%

3

8

7

2

2

2

6

3

1

2

0

1

5

5

1

9

1

0

3

7

8 3

1

6

6 2

2

7

3

0

2

5

1

3

1

8

2

3

4

4

0

1

7

2

4

1

2

8

4

9

3

2

4

1

3

4

2

9

3

9

4

5

4

2

4

7

1

2

4

8

Electric Only Gas Only Water Only

Source/Calculation: SUM{A.3}/(SUM{A.3}+SUM{A.4}+SUM{A.5}+(SUM{A.6}+SUM{A.7}+SUM{A.8})*2+SUM{A.9}*3)

Year: 2004



50330

Final Report

27

CS Statistical

Percent of Customers that are Commercial/Industrial

Mean

9.5%

Quartile 1

2.5% <= 7.8%

Quartile 2

7.8% <= 9.7%

Quartile 3

9.7% <= 11.7%

Quartile 4

11.7% <= 15.5%

Percent


16.0%

14.0%

12.0%

10.0%

8.0%

6.0%

4

.

8

%

5

.

2

%

5

.

5

%

6

.

1

%

6

.

5

%

6

.

5

%

6

.

8

%

7

.

3

%

8

.

0

%

8

.

0

%

8

.

3

%

8

.

4

%

8

.

5

%

8

.

8

%

9

.

1

%

9

.

7

%

9

.

7

%

9

.

7

%

1

0

.

2

%

.

4

1

0

%

.

7

1

0

%

.

8

1

0

%

1

1

.

0

%

1

1

.

3

%

.

5

1

1

%

1

1

.

7

%

1

1

.

7

%

1

1

.

8

%

1

1

.

9

%

.

2

1

2

%

1

2

.

4

%

.

4

1

2

%

.

5

1

2

%

1

4

.

7

%

.

5

1

5

%

4.0% 2

.

5

%

2.0%

0.0%

4

1

4

9

3

7

1

2

2

0

2

2

3

8

3

1

1

8

4

7

1

0

4

8

4

5

7

2

9

2

3

3

2

4

2

1

7

3

9

6

1

6

2

7

3

4

3

0

2

5

4

0

1

5

5 1

2

4

2

8

3 2

1

3

4

2

6

8

1

9

Source/Calculation: (A.3.2+A.3.3+A.4.2+A.4.3+A.6.2+A.6.3+A.7.2+A.7.3+A.8.2+A.8.3+A.9.2+A.9.3+A.5.2+A.5.3)/(SUM{A.3}+SUM{A.4}+SUM{A.5}+(SUM{A.6}+SUM{A.7}+SUM{A

.8})*2+SUM{A.9}*3)

Year: 2004

50346


Final Report

28

Quartile 4

60 => 3


Customer Density — Electric

Mean

435

Quartile 1

3,032 => 396

Quartile 2

396 => 107

Quartile 3

107 => 60

Customers per Square Mile

3,500

0

3

2

3

,

3,000

7

6

2

,

3

2,500

2,000

1,500

1,000

500

0

4

8

1

,

1

1

4

1

,

4

8

6

9

7

7

0

5

1

7

4

6

6

3

2

7

1

9

4

8

7

1

7

2

7

8

3

1

3

4

1

3

8

3

2

2

3

2

1

2

8

2

1

5

3

1

2

3

1

1

5

1

0

7

9

7

9

3

7

7

7

5

6

7

2

3

3

7

3

0

2

5

1

6

4

0

1

3

2

4

6

3

2

Utilities

1

0

2

8

6

4

6

3

5

7

4

6

2

2

2

2

6

4

4

0

1

0

4

7

4

3

3

5

3

4

1

3

1

5

2

0

1

2

4

2

4

5

3

9

2

9

4

9

1

8

Source/Calculation: (SUM{A.3}+SUM{A.6}+SUM{A.7}+SUM{A.9})/A.16.1

Year: 2004

Only Participants with All the Data are Shown


480

Final Report

29

Quartile 4

47 => 2


Customer Density — Gas

Mean

194

Quartile 1

791 => 274

Quartile 2

274 => 64

Customers per Square Mile

Quartile 3

64 => 47

800 7

9

1

700

6

5

7

600

500

4

2

9

400

300

200

100

0

2

7

9

2

7

4

2

4

6

1

9

8

1

2

5

6

4

5

5

5

3

5

0

4

7

3

1

7

1

6

1

2

4

9

8

3

8

1

0

2

9

2

6

1

8

3

7

2

2

2

4

6

4

5

3

3

5

2

1

5

1

7

2

3

1

3

Utilities

2

5

3

0

6

2

7

4

0

1

9

4

4

8

2

8

2

4

3

2

3

4

3

9

4

2

4

7

1

4

1

2

0

2

Source/Calculation: (SUM{A.4}+SUM{A.6}+SUM{A.8}+SUM{A.9})/A.16.2

Year: 2004



481

Final Report

30


Energy Usage — Electric

Average Annual Usage per Residential Customer

Mean

9659

Quartile 1

16715 => 12253

Quartile 2

12253 => 8799

Quartile 3

8799 => 7453

Annual kWh Sales

Quartile 4

7453 =>

18000

16000

7

1

1

6

5

14000

12000

10000

8000

6000

1

7

1

4

7

1

3

1

4

3

0

2

1

4

4

1

4

0

2

0

1

3

5

9

5

3

1

0

1

2

1

9

1

2

6 2

7

1

1

5

0

7

3

1

1 1

0

6

0

6

4

0

1

0

3

9

2

8

5 9

9

8

7

3

1

8

7

8

0

0

2

9

0

7

9

7

9

5

2

6

8

7

6

6

1

7

6

4

6

7

2

1

8

7

1

7

0

7

1

9

5

6

8

1

7

6

0

5

8

2

9

4000

2000

4

7

6

3

2

4

3

0

1

3

1

7

2

7

4

0

2

1

6

2

8

2

5

3

4

1

5

2

3

1

5

3

7

1

Utilities

7

2

2

1

0

2

4

3

8

4

8

3

4

2

0

1

2

4

2

4

5

3

9

2

9

2

6

4

9

8

1

9

1

8

3

1

Source/Calculation: (A.10.1*1000)/(A.3.1+A.6.1+A.7.1+A.9.1)

Year: 2004


484

Final Report

32

Quartile 4

47 =>


Energy Usage — Gas

Average Annual Usage per Residential Customer

Mean

75

Quartile 1

197 => 88

Quartile 2

88 => 78

Quartile 3

78 => 47

Annual Mcf Sales

200 1

9

7

180

100

80

60

40

20

160

140

120

1

1

0

9

8

8

9

8

7

8

5

7

9

7

8

6

1 5

5

4

9 4

5

4

4

4

2

3

7

1

8

7

1

5

1

0

5

1

6

3

3

9

2

2

4

9

4

2

1

2

3

8

2

9

8 4

2

3

1

3

2

5

Utilities

3

0

6

2

7

4

0

1

9

3

1

4

8

2

8

1

7

2

4

3

2

2

6

3

4

4

5

4

7

1

4

1

2

0

2

Source/Calculation: A.11.1/(A.4.1+A.6.1+A.8.1+A.9.1)

Year: 2004


485

Final Report

33


Customer Energy Usage Demographics - Electric

Percent

100%

80%

60%

40%

20%

0%

3

0

6

1

6

1

1

5

3

7

3

2

5 3

3

8

1

0

2

2

4

0

4

7

2

7

2

5

2 8

2

4

2

8

2

3

7

1

7

1

3

4

2

6

4

8

4

1

3

4

4

9

1

9

4

5

3

1

1

2

4

2

2

9

1

8

2

0

3

9

Residential Commercial Industrial Other

Source/Calculation: A.10.1/SUM{A.10}

Year: 2004



9215

Final Report

35


Customer Energy Usage Demographics — Gas

Percent

100%

80%

60%

40%

20%

0%

3

7

2

2

1

5

5 7

1

6

3

1

2

2

9

1

8

8

3

9

1

0

4

2

2

6

4

9

3

8

1

7

3

4

4

0

Utilities

3

1

4

5

2

4

2

3

2

4

7

1

9

4

8

2

0

1

2

5

1

3

3

0

6

4

1

4

2

7

2

8

2

3

Residential Commercial Industrial Other

Source/Calculation: A.11.1/SUM{A.11}

Year: 2004



477

Final Report

36

Quartile 2

$1,786 => $1,553

Quartile 3

$1,553 => $1,275

Quartile 4

$1,275 => $729


Revenue


Mean

$1,581

Quartile 1

$2,682 => $1,786

Revenue per Customer

$3,000

,

6

$

2

8

2

$2,500

$2,000

$1,500

$1,000

$

4

1

2

,

7

,

2

$

2

7

2

$

2

,

2

7

0

2

4

4

$

2

,

,

2

$

2

2

3

,

1

$

2

3

8

$

1

,

9

7

5

8

1

5

$

1

,

8

7

,

7

$

1

$

7

8

1

,

1

,

7

$

1

7

3

,

7

$

1

7

3

,

6

$

1

3

3

,

5

9

8

$

1

9

5

,

5

$

1

9

5

,

5

$

1

,

5

$

1

7

9

5

7

6

$

1

,

3

0

,

5

$

1

,

5

$

1

1

5

,

5

0

3

$

1

,

5

$

1

0

2

$

4

6

1

,

4

$

4

5

1

,

7

,

4

$

1

1

8

,

3

$

1

0

0

,

2

$

1

8

9

$

1

,

2

7

1

,

2

6

2

$

1

,

2

$

1

5

2

8

1

,

0

$

1

,

0

$

1

6

7

,

0

$

1

4

2

2

9

$

9

7

3

$

8

6

0

$

8

2

9

$

7

$500

$0

4

3

4

1

7

6

1

3

3

2

8

3

0

4

7

1

6

2

7

2

5

4

0

2

8

7

4

8

1

1

0

2

4

5

2

6

3

1

2

4

2

3

2

2

1

8

1

9

1

5

5

3

7

3

3

9

3

8

2

9

4

2

1

2

4

1

4

9

2

0

Source/Calculation: (SUM{A.13}+SUM{A.15}+SUM{A.14})/(SUM{A.3}+SUM{A.4}+SUM{A.5}+(SUM{A.6}+SUM{A.7}+SUM{A.8})*2+SUM{A.9}*3)

Year: 2004


50340

Final Report

38


Total End-Use Gas Customer Sales Revenues At Year End

Per Gas Customer

Mean

$1,111

Quartile 1

$1,597 => $1,351

Quartile 2

$1,351 => $1,081

Quartile 3

$1,081 => $929

Quartile 4

$929 => $692

Sales

$1,600

$1,400

$1,200

$1,000

$800

$600

$400

$200

$0

8

4

5

1

8

1

6

1

0

7

3

7

3

3

9

1

5

5

2

9

4

2

1

2

3

8

4

9

2

2

1

3

2

6

3

4

4

7

1

4

1

2

0

2

8

3

1

3

2

2

3

2

4

2

5

3

0

6

2

7

4

0

1

9

2

4

8

1

7

4

Residential Commercial (also small Industrial) Industrial (also large Commercial) Other

Source/Calculation: A.14.1/(SUM{A.4}+SUM{A.6}+SUM{A.8}+SUM{A.9})

Year: 2004



6065

Final Report

39


Total End-Use Electric Customer Sales Revenues At Year End

Per Electric Customer

Mean

$1,792

Quartile 1

$2,682 => $2,069

Quartile 2

$2,069 => $1,773

Quartile 3

$1,773 => $1,507

Quartile 4

$1,507 => $860

Sales per Electric Customer

$3,000

$2,500

$2,000

$1,500

$1,000

$500

$0

4 8

1

7

6

1

3

3

2

2

2

4

8

3

0

7

1

6

4

7

2

7

2

5

4

0

1

0

2

8

1 2

1

9

2

4

3

2

3

1

5

5

3

8

4

1

2

0

3

7

1

2

4

2

4

5

3

9

2

9

3

4

2

6

4

9

1

8

3

1

Residential Commercial (also small Industrial) Industrial (also large Commercial) Other

Source/Calculation: A.13.1/(SUM{A.3}+SUM{A.6}+SUM{A.7}+SUM{A.9})

Year: 2004



1000230

Final Report

40


CS Utility Expenses


Pg. 41.1. (43) Total CS Support Process Expense - Per Adjusted Customers

Pg. 41.2. (44) Total CS Support Process Expense - Per Customer

Pg. 42. (45) Customer Service Support Expense - Per Adjusted Customers

Pg. 43. (46) Customer Service Support Expense - Per Customer

Pg. 44. (47) Customer Service Support Expense (Including Pensions & Benefits) - Per Adjusted Customers

Pg. 45. (48) Customer Service Support Expense (Including Pensions & Benefits) - Per Customer

Pg. 46. (49) Fully-Loaded Overhead Rate (Including Taxes, Vacation, Pensions & Benefits) -


V

ID Number Used: REGULAR CS Utility Expenses

Total CS Support Process Expense

Per Adjusted Customers

Mean

$4.43

Quartile 1

$0.43 <= $1.69

Quartile 2

$1.69 <= $3.67

Quartile 3

$3.67 <= $5.98

Quartile 4

$5.98 <= $17.30


$18.00

$16.00

$14.00

$12.00

$10.00

$8.00

$6.00

$4.00

$2.00

$0.00

4

2

1

2

4

5

3

0

1

3

3

2

1

4

9

3

9

3

3

8

4

0

3

7

2

5

1

8

2

3

4

1

0

7

Utilities

8 6

2

2

5 4

2

3

1

9

1

5

2

4

4

7

4

1

2

7

2

9

1

6

1

7

2

8

2

0

4

8

CS Support Consumer Affairs CIS

Source/Calculation: (SUM{B.51})/(SUM{A.3}+SUM{A.4}+SUM{A.5}+(SUM{A.6}+SUM{A.7}+SUM{A.8})*2+SUM{A.9}*3)

Year: 2004



1000640

Final Report

41.1


Total CS Support Process Expense

Per Customer

Mean

$4.97

Quartile 1

$0.43 <= $1.78

Quartile 2

$1.78 <= $4.45

Quartile 3

$4.45 <= $6.80

Quartile 4

$6.80 <= $17.30

Expense per Cust.

$18.00

$16.00

$14.00

$12.00

$10.00

$8.00

$6.00

$4.00

$2.00

$0.00

4

2

1

2

4

5

3

0

1

3

3

2

1

4

9

3

9

3

4

0

2

5

1

8

2

3

4

3

7

3

8

1

0

6

Utilities

4

2

3

8

2

4

4

7

4

1

7 5

1

9

2

2

2

7

2

9

1

5

1

6

1

7

2

8

2

0

4

8

CS Support Consumer Affairs CIS


Year: 2004



1000641

Final Report

41.2

ID Number Used: Regular CS Utility Expenses

Customer Service Support Expense


Mean

$0.75

Quartile 1

$0.05 <= $0.29

Quartile 2

$0.29 <= $0.57

Quartile 3

$0.57 <= $0.97

Quartile 4

$0.97 <= $2.55


$3.00

$2.50

$2.00

$1.50

$1.00

$0.50

$0.00

4

9

2

5

3

8

2

3

8

2

7

3

0

3

4

1

6

2 1

4

1

1

5

5 3

2

6

3

7

6

1

0

2

4

Utilities

4

4

7

1

7

3

2

1

8

1

3

4

0

1

9

2

2

3

1

7

2

8

2

9

3

9

4

5

4

2

1

2

2

0

4

8

Labor Expense

Payroll Taxes

Materials

Contract Employee

Telephone Service Charges

Facilities

Vehicles

Technology

3rd Party Contractor

Other

Breakdow n Unavailable

Source/Calculation: (B.51.1+B.51.2)/(SUM{A.3}+SUM{A.4}+SUM{A.5}+(SUM{A.6}+SUM{A.7}+SUM{A.8})*2+SUM{A.9}*3)

Year: 2004



1000015

Final Report

42


Customer Service Support Expense

Per Customer

Mean

$0.83

Quartile 1

$0.05 <= $0.29

Quartile 2

$0.29 <= $0.57

Quartile 3

$0.57 <= $1.21

Quartile 4

$1.21 <= $2.55


$3.00

$2.50

$2.00

$1.50

$1.00

$0.50

$0.00

4

9

2

5

3

8

2

3

8

2

7

3

0

3

4

1

6

2 1

4

1

1

5

5 3 6

3

7

2

6

1

0

2

4

Utilities

4

4

7

1

7

3

2

1

8

1

3

4

0

1

9

2

2

3

1

7

2

8

2

9

3

9

4

5

4

2

1

2

2

0

4

8

Labor Expense

Payroll Taxes

Materials

Contract Employee


Facilities

Vehicles

Technology


Other


Source/Calculation: (B.51.1+B.51.2)/(SUM{A.3}+SUM{A.4}+SUM{A.5}+SUM{A.6}+SUM{A.7}+SUM{A.8}+SUM{A.9})

Year: 2004



1000016

Final Report

43


Customer Service Support Expense (Including Pensions &

Benefits)


Mean

$0.92

Quartile 1

$0.12 <= $0.33


Quartile 2

$0.33 <= $0.62

Quartile 3

$0.62 <= $1.40

Quartile 4

$1.40 <= $3.51

$4.00

$3.50

$3.00

$2.50

$2.00

$1.50

$1.00

$0.50

$0.00

2

5

1

8

4

9

2

3

8

3

8

3

4

3

0

2

7

1

1

5

5

4

1

1

6

2 3 6

2

6

3

7

1

0

Utilities

4

2

4

4

7

1

7

2

8

2

0

1

2

4

2

4

5

3

9

2

9

3

2

7

4

8

2

2

1

9

4

0

1

3

3

1

Labor Expense

Payroll Taxes

Materials

Contract Employee


Facilities

Vehicles

Technology


Other


Pensions & Benefits


Year:


1000157

Final Report

44


Customer Service Support Expense (Including Pensions &

Benefits)

Per Customer

Mean

$1.03

Quartile 1

$0.12 <= $0.38


Quartile 2

$0.38 <= $0.68

Quartile 3

$0.68 <= $1.85

Quartile 4

$1.85 <= $3.51

$4.00

$3.50

$3.00

$2.50

$2.00

$1.50

$1.00

$0.50

$0.00

2

5

1

8

4

9

2

3

3

4

3

0

8

2

7

3

8

1

4

1

2

1

6

1

5

5 3 6 4

3

7

2

4

Utilities

1

0

2

6

4

7

1

7

2

8

2

0

1

2

4

2

4

5

3

9

2

9

3

2

7

4

8

2

2

1

9

4

0

1

3

3

1

Labor Expense

Payroll Taxes

Materials

Contract Employee


Facilities

Vehicles

Technology


Other


Pensions & Benefits


Year:


1000158

Final Report

45


Fully-Loaded Overhead Rate (Including Taxes, Vacation,

Pensions & Benefits)

Mean

48%

Quartile 1

29% <= 33%

Quartile 2

33% <= 46%

Quartile 3

46% <= 58%

Quartile 4

58% <= 79%

Percent

80%

70%

60%

50%

40%

30%

2

9

%

2

9

%

3

0

%

3

0

%

3

1

%

3

2

%

3

2

%

3

2

%

3

4

%

3

8

%

3

9

%

4

0

%

4

0

%

4

0

%

4

5

%

4

8

%

4

8

%

5

2

%

5

3

%

5

3

%

5

5

%

5

7

%

5

9

%

5

9

%

6

0

%

6

0

%

7

2

%

7

7

%

7

7

%

7

9

%

20%

10%

0%

1

3

3

0

2

4

7

7

4

5

3

8

2

6

2

0

2

8

1

8

2

7

8

4

9

4

0

1

2

1

9

4

4

2

3

9

1

6

4

1

6

1

7

2

2

2

3

1

0

3

4

3

7

2

4

5 1

2

9

3

2

4

8

3

1

5

3

1

Source/Calculation: B.55.1

Year: 2004

®US, Dollars

1000163


Final Report

46


CS Statistical


Pg. 46.1. (51) Customer Service Expense (Excluding Uncollectibles) - By Type - Per Adjusted Customer

Pg. 46.2. (52) Customer Service Expense (Excluding Uncollectibles) - By Type - Per Customer

Pg. 46.3. (53) Customer Service Labor Expense (Including Pensions & Benefits) - Per Adjusted Customer

Pg. 46.4. (54) Customer Service Labor Expense (Including Pensions & Benefits) - Per Customer


VI


Customer Service Expense (Excluding Uncollectibles) - By Type


Mean

$38.89

Quartile 1

$18.80 <= $31.20

Quartile 2

$31.20 <= $36.76

Quartile 3

$36.76 <= $43.00

Quartile 4

$43.00 <= $91.26


$100.00

$90.00

$80.00

$70.00

$60.00

$50.00

$40.00

$30.00

$20.00

$10.00

$0.00

4

2

3

0

3

1

7

4

5

3

2

1

2

3

1

5

3

8

5 6

1

3

4 2

2

5

4

0

2

4

1

0

8

1

9

3

2

7

3

9

1

2

2

2

2

9

1

8

4

9

4

7

3

7

3

4

1

6

1

7

4

1

Labor

Payroll Taxes

Contract Employee

Materials



Facilities

Vehicles

Technology

Other

Postage

Printing Expense

Communications

Bank Charges

Source/Calculation: (B.3.1+B.3.2+B.19.1+B.19.2+B.26.1+B.26.2+B.10.1+B.10.2+B.32.1+B.32.2+B.38.1+B.38.2+B.47.1+B.47.2+B.51.1+B.51.2+B.49.1+B.49.2+B.52.1+B.52.2)/(S

UM{A.3}+SUM{A.4}+SUM{A.5}+(SUM{A.6}+SUM{A.7}+SUM{A.8})*2+SUM{A.9}*3)

Year: 2004


1000717


Final Report

46.1


Customer Service Expense (Excluding Uncollectibles) - By Type

Per Customer

Mean

$43.18

Quartile 1

$18.74 <= $33.69

Quartile 2

$33.69 <= $40.40

Quartile 3

$40.40 <= $49.03

Quartile 4

$49.03 <= $88.98

Expense per Cust.

$90.00

$80.00

$70.00

$60.00

$50.00

$40.00

$30.00

$20.00

$10.00

$0.00

4

2

3

0

4

5

3

2

1

2

3

6

1

3

4

3

1

2

2

5

4

0

2

4

7

3

9

2

7

1

2

1

5

5

2

9

3 8

1

8

1

0

4

9

4

7

1

9

3

8

3

4

1

7

2

2

3

7

1

6

4

1

Labor

Payroll Taxes

Contract Employee

Materials



Facilities

Vehicles

Technology

Other

Postage

Printing Expense

Communications

Bank Charges


UM{A.3}+SUM{A.4}+SUM{A.5}+SUM{A.6}+SUM{A.7}+SUM{A.8}+SUM{A.9})

Year: 2004


1000718


Final Report

46.2

ID Number Used: REGULAR CS Statistical

Customer Service Labor Expense (Including Pensions &

Benefits)


Mean

$30.04

Quartile 1

$13.26 <= $18.16

Expense per Adj. Customer

Quartile 2

$18.16 <= $29.35

Quartile 3

$29.35 <= $39.75

Quartile 4

$39.75 <= $64.04

$70.00

$60.00

$50.00

$40.00

$30.00

$20.00

$10.00

$0.00

4

2

3

1

4

0

4 1

3

0

3

2

1

5

8

4

5

5

1

3

6 7

2

7

3

8

3

9

2

5

2

3

2 3

4

7

2

2

2

4

4

1

1

2

1

0

3

7

1

9

1

8

1

6

4

9

1

7

3

4

2

9

Labor Payroll Taxes Pensions & Benefits


UM{A.3}+SUM{A.4}+SUM{A.5}+(SUM{A.6}+SUM{A.7}+SUM{A.8})*2+SUM{A.9}*3)

Year:

1000720


Final Report

46.3

ID Number Used: REGULAR CS Statistical

Customer Service Labor Expense (Including Pensions &

Benefits)

Per Customer

Mean

$33.81

Quartile 1

$13.26 <= $21.77

Expense per Cust.

Quartile 2

$21.77 <= $30.44

Quartile 3

$30.44 <= $45.95

Quartile 4

$45.95 <= $64.04

$70.00

$60.00

$50.00

$40.00

$30.00

$20.00

$10.00

$0.00

4

2

4

0

4 1

3

0

3

2

4

5

1

3

3

1

8 6

1

5

5

2

7

3

9

2

5

2

3

2

4

7

2

4

3 7

4

1

1

2

1

8

3

8

4

9

1

7

1

6

1

0

3

7

2

2

1

9

3

4

2

9

Labor Payroll Taxes Pensions & Benefits


UM{A.3}+SUM{A.4}+SUM{A.5}+SUM{A.6}+SUM{A.7}+SUM{A.8}+SUM{A.9})

Year:

1000719


Final Report

46.4


CS Utility Expenses


Pg. 47. (56) Extraordinary Items (Credit or Debit) Last Year - Contact Center

Pg. 48. (57) Extraordinary Items (Credit or Debit) Last Year - CIS

Pg. 49. (58) Extraordinary Items (Credit or Debit) Last Year - Field Service

Pg. 50. (59) Extraordinary Items (Credit or Debit) Last Year - Field Service Dispatch

Pg. 51. (60) Extraordinary Items (Credit or Debit) Last Year - Meter Reading

Pg. 52. (61) Extraordinary Items (Credit or Debit) Last Year - Billing

Pg. 53. (62) Extraordinary Items (Credit or Debit) Last Year - Payment Processing

Pg. 54. (63) Extraordinary Items (Credit or Debit) Last Year - Local Office

Pg. 55. (64) Extraordinary Items (Credit or Debit) Last Year - Pay Agencies

Pg. 56. (65) Extraordinary Items (Credit or Debit) Last Year - Credit & Collection

Pg. 57. (66) Extraordinary Items (Credit or Debit) Last Year - Revenue Protection

Pg. 58. (67) Fees Collected - As a Percent of Total Revenue


VII

CS Utility Expenses

Extraordinary Items (Credit or Debit) Last Year

Contact Center


Q: Were there any extraordinary items (credit/ debit) last year, if so, please describe?

Hurricanes

Ice Storm & Hurricane

Implementation of agreements for providing default service.

None

None

Yes - w e set up a disaster recovery site.


Year: 2004


9035

Final Report

47

CS Utility Expenses


CIS




None

None

None


Year: 2004


9137

Final Report

48

CS Utility Expenses


Field Service



No

None

None

None


Year: 2004


9138

Final Report

49

CS Utility Expenses


Field Service Dispatch



Began replacement of the remote dispatch system

None

None

None


Year: 2004


9139

Final Report

50

CS Utility Expenses


Meter Reading



Flooding and Chicken Farm Quarantine

None

None

Support costs include $482,760 credit from disposition of electronic remote transmitting devices.

Unable to read 70,000 meters in January and February of 2004 due to inclement w eather.


Year: 2004


9140

Final Report

51

CS Utility Expenses


Billing




None

None


Year: 2004


9141

Final Report

52

CS Utility Expenses


Payment Processing



None

None

None


Year: 2004


9142

Final Report

53

CS Utility Expenses


Local Office



None

None

Opened new local offices


Year: 2004


9143

Final Report

54

CS Utility Expenses


Pay Agencies



None

None


Year: 2004


9144

Final Report

55

CS Utility Expenses


Credit & Collection



3 hurricanes resulted in $5.6 million in reserves charged to FERC Acct 904

Bankruptcy cases w ere 22%, and total dollars 76%, less than in 2003.

None

None

None


Year: 2004


9145

Final Report

56

CS Utility Expenses


Revenue Protection



None

None

None


Year: 2004


9146

Final Report

57


Fees Collected

As a Percent of Total Revenue

Mean

0.66%

Quartile 1

2.15% => 0.74%

Quartile 2

0.74% => 0.49%

Fees per Revenue

2.50%

Quartile 3

0.49% => 0.30%

Quartile 4

0.30% => 0.01%

2.00%

1.50%

1.00%

0.50%

0.00%

4

2

3

9

1

2

3

4

2

3

7

2

9

4

9

2

7

2

4

3

8

3

0

4

5

4

1

3

2

2

5

1

3

1

7

6 4

1

6

2

2

7 8

2

3

1

8

4

0

1

9

1

5

3

1

4

8

2

8

2

6

4

7

1 5

1

0

2

0

3

Late Payment Fees/Penalties/Interest

Service Establishment Fees

Returned Check Fees

Turn-off For Non-Pay

Field Credit Actions (Disconnect/Reconnect/Collections/Notices)

Other

Check Read Fees

Source/Calculation: B.58.1/(SUM{A.13}+SUM{A.14}+SUM{A.15})

Year: 2004



1000164

Final Report

58


Capital Spending


Pg. 59. (69) Customer Service Capital Spending - Per Adjusted Customer

Pg. 60. (70) Customer Service Capital Spending - Per Customer

Pg. 61. (71) Customer Service Capital Spending - Meter Reading - Per Adjusted Customer

Pg. 62. (72) Customer Service Capital Spending - Field Service - Per Adjusted Customer

Pg. 64. (73) Customer Service Capital Spending - Contact Center - Per Adjusted Customer

Pg. 70. (74) Total Spending on Technologies During Last 3 Years (O&M & Capital) - Per Adjusted Customer


VIII

ID Number Used: Regular Capital Spending

Customer Service Capital Spending


Mean

$2.09

Capital per Adj. Customer

$14.00

$12.00

$10.00

$8.00

$6.00

$4.00

$2.00

$0.00

6 2

4

2

4

3

4

2

8

2

2

3

9

2

7

7

3

0

4

9

1

7

4

0

1

2

1

6

3

8

4

8

3

2

1

9

8

2

5

2

3

4

1

3

7

1

0

1

8

4

5

4

7

2

0

5 1

2

9

2

6

2

4

3

1

5

1

3

3

1

Call Center

Meter Reading

Field Service

Billing

Payment Processing


Local Office

Revenue Protection

Support

Source/Calculation: SUM{C.5}/(SUM{A.3}+SUM{A.4}+SUM{A.5}+(SUM{A.6}+SUM{A.7}+SUM{A.8})*2+SUM{A.9}*3)

Year: 2004



1000165

Final Report

59


Customer Service Capital Spending

Per Customer

Mean

$2.27

Capital per Customer

$14.00

$12.00

$10.00

$8.00

$6.00

$4.00

$2.00

$0.00

6 2

4

2

4

3

4

2

8

2

2

3

9

2

7

3

0

7

4

9

1

7

4

0

1

2

1

6

4

8

3

2

3

8

1

9

2

5

8

2

3

4

1

1

8

4

5

3

7

1

0

4

7

2

0

5 1

2

9

2

6

2

4

3

1

5

1

3

3

1

Call Center

Meter Reading

Field Service

Billing

Payment Processing


Local Office

Revenue Protection

Support

Source/Calculation: SUM{C.5}/(SUM{A.3}+SUM{A.4}+SUM{A.5}+SUM{A.6}+SUM{A.7}+SUM{A.8}+SUM{A.9})

Year: 2004



1000166

Final Report

60


Customer Service Capital Spending - Meter Reading


Mean

$0.65


$4.50

$4.00

$3.50

$3.00

$2.50

$2.00

$1.50

$1.00

$0.50

$0.00

1

7

6 2 4 8

4

9

1

6

3

9

4

2

1

2

4

1

2

2

2

3

2

8

2

5

3

0

2

7

1

9

4

0

3

7

1

8

4

8

3

8

1

0

4

7

4

5

2

0

5 1

2

9

3

4

2

6

3

2

2

4

7 3

1

5

1

3

3

1

Labor

Hardw are

Softw are

AMR-Van

AMR - Fixed Netw ork

Interval Reading

Other


Source/Calculation: C.2.1/(SUM{A.3}+SUM{A.4}+SUM{A.5}+(SUM{A.6}+SUM{A.7}+SUM{A.8})*2+SUM{A.9}*3)

Year: 2004



1000173

Final Report

61


Customer Service Capital Spending - Field Service


Mean

$1.44


$3.00

$2.50

$2.00

$1.50

$1.00

$0.50

$0.00

2

2

6

4

0

4

2

4

5

1

6

3

4

2 4

4

1

3

0

7

1

7

1

2

4

7

1

9

8

1

0

2

5

1

8

2

3

3

7

3

2

1

3

2

7

1

5

3

4

8

3

8

3

1

4

9

2

8

2

6

2

9

3

9

1 5

2

0

2

4

Labor Hardw are Softw are Other Breakdow n Unavailable


Year: 2004



1000174

Final Report

62

Capital Spending

Customer Service Capital Spending - Contact Center


Mean

$0.605



$7.000

$6.000

$5.000

$4.000

$3.000

$2.000

$1.000

$0.000

1

7

6 2 4

3

4

4

2

4

5

1

6

8

2

8

2

3

2

5

2

2

1

0

1

2

3

8

1

9

4

9

2

7

3

0

3

9

4

8

3

7

3

2

4

0

1

8

4

1

4

7

2

0

5 1

2

9

2

6

2

4

7 3

1

5

1

3

3

1

Labor Hardw are Softw are Other Breakdow n Unavailable


Year: 2004



1000171

Final Report

64


Total Spending on Technologies During Last 3 Years (O&M &

Capital)


Mean

$7.62

Quartile 1

$0.12 <= $0.27

Total Spend per Adj. Customer

Quartile 2

$0.27 <= $1.28

Quartile 3

$1.28 <= $2.80

Quartile 4

$2.80 <= $31.20

$35.00

$30.00

$25.00

$20.00

$15.00

$10.00

$5.00

$0.00

3

0

2

3

4

9

3

8

1

9

2

4

8

2

7

8

3

4

4

1

8

1

3

2

5

6

4

0

1

5

3

2

2

1

7

7

2

4

3

1

2

6

2

8

1

6

2

9

3

9

4

5

4

2

4

7

1

2

1

4

1

5

1

0

3

7

2

0

3

2

AMR Mobile Data Image Processing


Year:


1000357

Final Report

70


Customer Information Systems


Pg. 71. (77) CIS Expenditures - Per Adjusted Customers

Pg. 72. (78) CIS Expenditures - Per Customers

Pg. 73. (79) CIS O&M Expense - Per Adjusted Customers

Pg. 74. (80) CIS O&M Expense - Per Customer

Pg. 75. (81) CIS O&M Expense - By Type

Pg. 76. (82) CIS O&M Expense - Allocated to Processes - Per Adjusted Customers

Pg. 77. (83) CIS O&M Expense - Allocated to Processes - Per Customers

Pg. 78. (84) CIS O&M Expense (Including Pensions & Benefits) - Per Adjusted Customers

Pg. 79. (85) CIS O&M Expense (Including Pensions & Benefits) - Per Customer

Pg. 80. (86) CIS O&M Expense Per Adjusted Customers - Allocated by Commodity

Pg. 81. (87) CIS O&M Expense Per Customers - Allocated by Commodity

Pg. 81.1. (88) Company CIS Staffing Level - FTEs per 100,000 Adjusted Customers

Pg. 81.2. (89) Company CIS Staffing Level - FTEs per 100,000 Customers


IX

Quartile 3

$3.59 <= $5.86

Quartile 4

$5.86 <= $16.68

ID Number Used: Regular Customer Information Systems

CIS Expenditures


Mean

$4.48

Quartile 1

$0.35 <= $1.73

Quartile 2

$1.73 <= $3.59


$18.00

$16.00

$14.00

$12.00

$10.00

$8.00

$6.00

$4.00

$2.00

$0.00

4

2

1

2

3

0

1

1

3

4

8

3

3

2

3

9

4

9

1

0

2

5

4

0

1

8

3

7

3

4

4

5

2

3

8

6

Utilities

4

7

4 7 5

2

4

1

5

1

9

2

2

8

2

3

2

6

4

1

2

9

1

6

2

7

1

7

2

8

2

0

3

1

Direct Labor

Payroll Taxes

Materials

Contract Employee

Facilities

Technology

Vehicles


Other


Capital


Year: 2004



1000186

Final Report

71

Quartile 3

$3.90 <= $7.64

Quartile 4

$7.64 <= $16.68


CIS Expenditures

Per Customers

Mean

$5.10

Quartile 1

$0.35 <= $1.73

Quartile 2

$1.73 <= $3.90


$18.00

$16.00

$14.00

$12.00

$10.00

$8.00

$6.00

$4.00

$2.00

$0.00

4

2

1

2

3

0

1

1

3

4

8

3

3

2

3

9

4

9

2

5

4

0

1

0

1

8

3

4

4

5

2 6

4

7

4

Utilities

3

7

2

4

3

8

5

2

3

7

4

1

1

9

1

5

8

2

9

2

2

2

6

1

6

2

7

1

7

2

8

2

0

3

1

Direct Labor

Payroll Taxes

Materials

Contract Employee

Facilities

Technology

Vehicles


Other


Capital


Year: 2004



1000188

Final Report

72

Quartile 3

$2.93 <= $4.92

Quartile 4

$4.92 <= $14.12


CIS O&M Expense


Mean

$3.67

Quartile 1

$0.04 <= $1.09

Quartile 2

$1.09 <= $2.93


$16.00

$14.00

$12.00

$10.00

$8.00

$6.00

$4.00

$2.00

$0.00

2

6

4

2

1

2

3

0

4

5

1

1

3

3

2

3

4

9

3

7

3

9

1

0

3

8

1

8

2

5

4

0

2

3

4

6

Utilities

4

7

4 7 8 5

2

4

2

2

2

3

1

5

1

9

4

1

2

7

2

9

1

6

1

7

4

8

3

1

2

8

2

0

Direct Labor

Payroll Taxes

Materials

Contract Employee


Facilities

Technology

Vehicles


Other



Year: 2004



2186

Final Report

73

Quartile 3

$3.31 <= $6.03

Quartile 4

$6.03 <= $14.12


CIS O&M Expense

Per Customer

Mean

$4.13

Quartile 1

$0.06 <= $1.19

Quartile 2

$1.19 <= $3.31


$16.00

$14.00

$12.00

$10.00

$8.00

$6.00

$4.00

$2.00

$0.00

2

6

4

2

1

2

3

0

4

5

1

1

3

3

2

3

4

9

3

9

3

7

1

8

2

5

4

0

2

1

0

3

4

6

3

8

Utilities

4

7

4

2

4

2

3

8

4

1

5 7

1

9

2

2

1

5

2

7

2

9

1

6

1

7

2

8

2

0

4

8

3

1

Labor Expense

Payroll Taxes

Materials

Contracted Employee


Facilities

Technology

Vehicles


Other



Year: 2004



423

Final Report

74


CIS O&M Expense

By Type

Percent

100%

80%

60%

40%

20%

0%

1

3

0

3

1

2

4

5

4

9

2

5

3

8

2

4

2

4

0

1

8

3

2

1

0

3

7

2

2

1

3

6 4

1

9

Utilities

4

1

1

7

4

7

8

1

6

5

2

3

2

7

2

4

3

9

7

1

5

2

6

2

9

3

4

2

8

2

0

4

8

3

1

Labor Expense

Payroll Taxes

Materials

Contract Employee


Facilities

Technology


Vehicles

Other


Source/Calculation: (B.52.1+B.52.2)/SUM{B.52}

Year: 2004



10057

Final Report

75

ID Number Used: REGULAR Customer Information Systems

CIS O&M Expense - Allocated to Processes


Mean

$9.40

Quartile 1

$0.95 <= $2.78

Quartile 2

$2.78 <= $5.67

Quartile 3

$5.67 <= $12.74

Quartile 4

$12.74 <= $38.21


$40.00

$35.00

$30.00

$25.00

$20.00

$15.00

$10.00

$5.00

$0.00

3

2

3

4

9

3

8

4

0

2

5

1

8

3

4

5

1

5

1

9

4

1

2

7

1

6

1

7

2

3

1

2

8

4

7

Utilities

2

9

2

3

1

3

6

2

2

4

8

8 4

2

4

2

0

3

9

4

5

4

2

1

2

1

1

0

3

7

7

Call Center

Metering

Field Service

Billing

Payment

Local Office


Revenue Protection

Support

Source/Calculation: B.53.1/(SUM{A.3}+SUM{A.4}+SUM{A.5}+(SUM{A.6}+SUM{A.7}+SUM{A.8})*2+SUM{A.9}*3)

Year: 2004



1000184

Final Report

76

ID Number Used: REGULAR Customer Information Systems

CIS O&M Expense - Allocated to Processes

Per Customers

Mean

$10.48

Quartile 1

$0.95 <= $2.83

Quartile 2

$2.83 <= $6.14

Quartile 3

$6.14 <= $13.32

Quartile 4

$13.32 <= $38.21


$40.00

$35.00

$30.00

$25.00

$20.00

$15.00

$10.00

$5.00

$0.00

3

2

3

4

9

4

0

2

5

1

8

3

4

3

8

5

4

1

1

9

1

5

2

7

1

6

1

7

2

2

8

3

1

4

7

Utilities

2

9

2

3

1

3

6

2

2

4

8

8 4

2

4

2

0

3

9

4

5

4

2

1

2

1

1

0

3

7

7

Call Center

Metering

Field Service

Billing

Payment

Local Office


Revenue Protection

Support

Source/Calculation: B.53.1/(SUM{A.3}+SUM{A.4}+SUM{A.5}+SUM{A.6}+SUM{A.7}+SUM{A.8}+SUM{A.9})

Year: 2004



1000185

Final Report

77


CIS O&M Expense (Including Pensions & Benefits)


Mean

$4.09

Quartile 1

$0.35 <= $1.69

Quartile 2

$1.69 <= $3.51

Quartile 3

$3.51 <= $5.15

Quartile 4

$5.15 <= $14.91


$16.00

$14.00

$12.00

$10.00

$8.00

$6.00

$4.00

$2.00

$0.00

4

2

1

2

3

0

1

1

3

4

5

3

3

2

3

9

3

7

4

9

2

6

1

8

2

5

4

0

1

0

3

4

3

8

2 6

Utilities

4

7

4 7 5 8

2

4

2

3

2

2

1

5

4

1

2

7

2

9

1

6

1

9

1

7

2

8

2

0

4

8

3

1

Direct Labor

Payroll Taxes

Materials

Contract Employee

Facilities


Technology

Vehicles


Other


Pensions & Benefits


Year: 2004



1000159

Final Report

78


CIS O&M Expense (Including Pensions & Benefits)

Per Customer

Mean

$4.55

Quartile 1

$0.35 <= $1.79

Quartile 2

$1.79 <= $3.77

Quartile 3

$3.77 <= $6.03

Quartile 4

$6.03 <= $14.91


$16.00

$14.00

$12.00

$10.00

$8.00

$6.00

$4.00

$2.00

$0.00

4

2

1

2

3

0

1

1

3

4

5

3

2

3

3

9

4

9

3

7

2

6

1

8

2

5

4

0

3

4

2

1

0

6

4

7

Utilities

4

2

4

3

8

2

3

8

4

1

5 7

1

5

2

7

2

2

2

9

1

6

1

9

1

7

2

8

2

0

4

8

3

1

Labor Expense

Payroll Taxes

Materials

Contracted Employee

Facilities

Technology



Vehicles

Other


Pensions & Benefits


Year: 2004



1000160

Final Report

79


CIS O&M Expense Per Adjusted Customers

Allocated by Commodity

Mean

$3.82

Quartile 1

$0.04 <= $1.26

Quartile 2

$1.26 <= $3.12

Quartile 3

$3.12 <= $4.98

Quartile 4

$4.98 <= $14.12


$16.00

$14.00

$12.00

$10.00

$8.00

$6.00

$4.00

$2.00

$0.00

2

6

4

2

3

0

4

5

1

1

3

3

2

4

9

3

7

3

9

1

0

1

8

2

5

4

0

2

3

4

6

4

7

4 7

Utilities

8

2

4

2

2

2

3

1

9

4

1

2

7

2

9

1

6

1

7

2

8

2

0

5

1

2

3

8

4

8

3

1

5

3

1

Electric Percentage Gas Percentage Water Percentage Other

Source/Calculation: SUM{B.52}/(SUM{A.3}+SUM{A.4}+SUM{A.5}+(SUM{A.6}+SUM{A.7}+SUM{A.8})*2+SUM{A.9}*3)*B.54.1

Year: 2004



1000182

Final Report

80


CIS O&M Expense Per Customers


Mean

$4.17

Quartile 1

$0.06 <= $1.31

Quartile 2

$1.31 <= $3.15

Quartile 3

$3.15 <= $5.90


Quartile 4

$5.90 <= $14.12

$16.00

$14.00

$12.00

$10.00

$8.00

$6.00

$4.00

$2.00

$0.00

2

6

4

2

3

0

4

5

1

1

3

3

2

4

9

3

9

3

7

1

8

2

5

4

0

2

1

0

3

4

6

4

7

4

2

4

Utilities

2

3

8

4

1

7

1

9

2

2

2

7

2

9

1

6

1

7

2

8

2

0

5

1

2

3

8

4

8

3

1

5

3

1

Electric Percentage Gas Percentage Water Percentage Other

Source/Calculation: SUM{B.52}/(SUM{A.3}+SUM{A.4}+SUM{A.5}+SUM{A.6}+SUM{A.7}+SUM{A.8}+SUM{A.9})*B.54.1

Year: 2004



1000183

Final Report

81

Quartile 4

1.2 <= 3.4


Company CIS Staffing Level

FTEs per 100,000 Adjusted Customers

Mean

1.1

Quartile 1

0.4 <= 0.6

Quartile 2

0.6 <= 0.8

Quartile 3

0.8 <= 1.2

FTEs per 100K Adj. Cust.

3.5

3.0

2

.

8

3

3

7

3

.

2.5

2.0

1.5

1.0

0.5

0

.

4

0

0

.

4

7

0

.

5

4

0

.

5

5

6

1

0

.

0

.

6

2

0

.

6

2

0

.

6

2

8

0

0

.

0

4

1

.

1

.

1

3

1

.

2

0

2

5

1

.

1

.

2

7

4

5

1

.

0.0

4

5

2

4

7

2

3

3

4

3

0

3

7

4

9

8

1

7

2

5

1

1

0

3

8

1

6

2

7

2

4

7 4

1

8

1

3

6

4

0

1

9

1

5

3

3

1

4

8

2

8

3

2

2

6

2

9

3

9

4

2

1

2

4

1

5

2

0

2

2

Source/Calculation: G.10.2/((SUM{A.3}+SUM{A.4}+SUM{A.5}+(SUM{A.6}+SUM{A.7}+SUM{A.8})*2+SUM{A.9}*3)/100000)

Year: 2004


9160

Final Report

81.1

Quartile 4

1.6 <= 3.4


Company CIS Staffing Level

FTEs per 100,000 Customers

Mean

1.2

Quartile 1

0.4 <= 0.6

Quartile 2

0.6 <= 1.0

Quartile 3

1.0 <= 1.6

FTEs per 100K Customers

3.5

3.0

2

.

8

3

3

7

3

.

2.5

2.0

1.5

1.0

0.5

0

.

4

0

0

.

4

7

0

.

5

4

0

.

5

5

6

1

0

.

0

.

6

2

0

.

6

2

7

9

0

.

0

1

1

.

0

4

1

.

1

.

1

3

1

.

2

0

1

.

6

0

6

4

1

.

0

5

2

.

0.0

4

5

2

4

7

2

3

3

4

3

0

4

9

3

7

8

1

7

2

5

1

1

6

1

0

3

8

2

7

2

4

7 4

1

8

1

3

6

4

0

1

9

1

5

3

3

1

4

8

2

8

3

2

2

6

2

9

3

9

4

2

1

2

4

1

5

2

0

2

2

Source/Calculation: G.10.2/((SUM{A.3}+SUM{A.4}+SUM{A.5}+SUM{A.6}+SUM{A.7}+SUM{A.8}+SUM{A.9})/100000)

Year: 2004


1955

Final Report

81.2


CIS Capital Spending


Pg. 82. (91) CIS Capital Spending - Per Adjusted Customers

Pg. 83. (92) CIS Capital Spending - Per Customers

Pg. 84. (93) CIS Capital - Allocated to Processes - Per Adjusted Customers

Pg. 85. (94) Capital Addition Allocation -

Pg. 86. (95) Total Spending During Last 3 Years for CIS - Per Adjusted Customer

Pg. 87. (96) Single Asset Making Up Largest Portion of Capitalized Expense Last Year - Hardware or Software

Pg. 88. (97) CIS Depreciation Expense - Per Adjusted Customers

Pg. 89. (98) CIS Depreciation Expense - Per Customers

Pg. 90. (99) CIS Depreciation Expense - Allocated to Processes - Per Adjusted Customers

Pg. 91. (100) Single Asset Making Up Largest Portion of Depreciation Last Year - Hardware or Software

Pg. 92. (101) Main Basis for Deciding Whether or Not to Capitalize or Expense - For Purchased CIS Software and Under Regular Conditions

Pg. 93. (102) Allocation Methodology for Software - Primary Basis and Any Time, Value or Application Guidelines Used

Pg. 94. (103) Allocation Methodology for Software - Secondary Basis and Any Time, Value or Application Guidelines Used

Pg. 95. (104) Main Basis for Deciding Whether or Not to Capitalize or Expense - For Purchased CIS Hardware and Under Regular Conditions

Pg. 96. (105) Allocation Methodology for Hardware - Primary Basis and Any Time, Value or Application Guidelines Used

Pg. 97. (106) Allocation Methodology for Hardware - Secondary Basis and Any Time, Value or Application Guidelines Used

Pg. 98. (107) Main Basis for Deciding Whether or Not to Capitalize or Expense Labor - Associated With Implementing Purchased CIS Software/Hardware, or Associated With Developing

Pg. 100. (109) Allocation Methodology for Labor - Secondary Basis and Any Time, Value or Application Guidelines Used

Pg. 101. (110) Variation in Allocation Approach For Software, Hardware, or Labor - Based on Functional Area That Is Being Allocated All or a Portion of the Expense

Pg. 102. (111) CIS Support / IT Maintenance Costs Location -

Pg. 102.1. (112) CIS Support / IT Maintenance Expenses Location (Cont.) -

X


Quartile 3

$1.18 <= $1.99

.

9

2

$

6

.

5

$

7

7

Quartile 4

$1.99 <= $7.57

ID Number Used: Regular CIS Capital Spending



Mean

$1.92

Quartile 1

$0.03 <= $0.60

Quartile 2

$0.60 <= $1.18


$8.00

$7.00

$6.00

$5.00

$4.00

.

5

9

$

2

.

8

$

2

4 $3.00

.

7

$

1

0

.

9

$

1

0

.

9

9

$

1

$2.00

$1.00

.

0

$

0

3

$0.00

2

5

3

2

.

3

1

$

0

$

0

.

5

6

4

9

1

8

.

5

$

0

9

.

6

$

0

0

2

4

2

.

6

$

0

6

$

0

.

9

2

.

1

3

$

1

.

1

$

1

8

4

8

2

3

3

8

2

2

.

1

$

1

9

4

1

3

7

8

1

7

4

5

2

6

2

7

1

6

4

1

3

Utilities

3

0

6

4

0

1

9

1

5

3

3

1

3

4

2

8

2

9

3

9

4

2

4

7

1

2

1 5

1

0

2

0

7

Source/Calculation: D.2.1/(SUM{A.3}+SUM{A.4}+SUM{A.5}+(SUM{A.6}+SUM{A.7}+SUM{A.8})*2+SUM{A.9}*3)

Year: 2004


1000187

Final Report

82

Quartile 3

$1.70 <= $2.52

Quartile 4

$2.52 <= $10.80



Per Customers

Mean

$2.30

Quartile 1

$0.03 <= $0.60

Quartile 2

$0.60 <= $1.70


$12.00

0

.

$

1

8

0

$10.00

$8.00

.

5

$

7

7

$6.00

$4.00

$2.00

$0.00

2

5

.

0

$

0

3

.

3

$

0

1

$

0

.

5

6

3

2

4

9

1

8

.

5

$

0

9

$

0

.

6

0

2

4

2

.

6

$

0

6

.

9

$

0

2

.

1

$

1

3

.

7

0

$

1

$

1

.

8

7

$

1

.

9

1

4

8

2

3

4

1

2

2

3

8

3

7

.

4

3

$

2

.

5

2

$

2

$

2

.

5

9

.

8

$

2

4

8

1

7

4

5

2

7

2

6

1

6

4

1

3

Utilities

3

0

6

4

0

1

9

1

5

3

3

1

3

4

2

8

2

9

3

9

4

2

4

7

1

2

1 5

1

0

2

0

7

Source/Calculation: D.2.1/(SUM{A.3}+SUM{A.4}+SUM{A.5}+SUM{A.6}+SUM{A.7}+SUM{A.8}+SUM{A.9})

Year: 2004


1000189

Final Report

83


CIS Capital - Allocated to Processes


Mean

$1.97

Quartile 1

$0.03 <= $0.59

Quartile 2

$0.59 <= $0.92

Quartile 3

$0.92 <= $1.90

Quartile 4

$1.90 <= $7.57


$8.00

$7.00

$6.00

$5.00

$4.00

$3.00

$2.00

$1.00

$0.00

1

6

6

2

8

4

2

5

3

2

4

9

1

8

2

4

2

4

8

3

8

4

1

3

7

1

7

2

6

2

7

3

4

2

3

1

3

Utilities

3

0

4

0

1

9

1

5

3

2

2

3

1

7

2

0

2

9

3

9

4

5

4

2

4

7

1

2

1 5

1

0

8

Call Center

Metering

Billing

Payment

Local Office


Revenue Protection

Support

Field Service


Year: 2004



1000190

Final Report

84


Capital Addition Allocation

Percent

100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

0%

1

7

2

7

4

8

3

8

2

4

4

9

2

5

3

7

2

6

4

1

2

2

3

2

2

1

8

5 3

4

7

4

5

3

1

4

0

1

0

2

9

1

1

9

7

1

5

3

9

4

2

8

2

3

2

0

3

4

3

0

4

2

1

3

8 6

1

6

1

2

Facilities Other Softw are Hardw are Labor

Source/Calculation: D.4.1

Year: 2004

Only Participants with All the Data are Shown, Calculation shown is for the first piece of the stacked bar only.


1000191

Final Report

85


Total Spending During Last 3 Years for CIS


Mean

$20.83

Quartile 1

$2.23 <= $8.55

Quartile 2

$8.55 <= $18.01

Quartile 3

$18.01 <= $32.06

Quartile 4

$32.06 <= $46.18

Cost per Adjusted Customer

$50.00

$45.00

$40.00

$35.00

$30.00

$25.00

$20.00

$15.00

$10.00

$5.00

$0.00

3

0

2

8

4

9

3

8

2

3

7

2

4

2

5

3

4

4

1

2

2

2

7

2

6

1

6

1

7

7 4

2

3

1

8

1

3

6

4

0

1

9

1

5

3

3

1

8

2

0

3

2

2

9

3

9

4

5

4

2

4

7

1

2

1 5

1

0

4

8

3-Year CIS Capital Spending 3-Year CIS O&M Spending


Year: 2004



1000468

Final Report

86


Single Asset Making Up Largest Portion of Capitalized Expense

Last Year

Hardware or Software

Q: What one asset, hardware or software, made up the largest portion of capitalized cost last year?

AMR Technology

CIS Application

CIS Application hardw are

Hardw are for full scale test environment.

Hardw are.

Labor labor

Meter Process Automation Softw are

Mincom WMS System

No capitalized cost last year

SAP EDM Special/Contract Billing

Softw are

Softw are

Softw are

Softw are.

Tw o F12000 Sun machines (Hardw are) used as production machines for CIS system. Hardw are w as upgraded from E10000's to F12000's

VRU Replacement Project


Year: 2004


100518

Final Report

87

Quartile 4

$3.60 <= $12.97


CIS Depreciation Expense


Mean

$3.29

Quartile 1

$0.02 <= $1.08

Quartile 2

$1.08 <= $1.48

Quartile 3

$1.48 <= $3.60


$14.00

2

.

$

1

9

7

$12.00

$10.00

$8.00

.

5

4

$

5

$6.00

$4.00

$2.00

$0.00

1

6

$

0

.

0

2

.

6

0

$

0

.

0

$

1

8

4

9

2

5

3

8

$

2

0

1

.

.

4

$

1

8

2

6

3

7

$

1

3

3

.

.

6

$

3

0

2

4

1

2

2

8

2

8

3

1

4

2

3

1

8

1

3

3

0

6

2

7

4

0

Utilities

1

9

1

5

2

0

4

8

1

0

1

7

7

2

4

3

2

3

4

2

9

3

9

4

5

4

2

4

7

1

2

1 5 3


Year: 2004


1000194

Final Report

88


CIS Depreciation Expense

Per Customers

Mean

$4.38

Quartile 1

$0.02 <= $1.08

Quartile 2

$1.08 <= $2.31

Quartile 3

$2.31 <= $3.99


$25.00

0

.

$

2

3

0

$20.00

Quartile 4

$3.99 <= $20.30

$15.00

$10.00

$5.00

$0.00

1

6

$

0

.

0

2

$

0

.

6

0

.

0

8

$

1

4

9

2

5

3

8

.

9

$

1

4

$

2

.

3

1

2

6

2

.

6

$

3

0

$

3

.

9

9

.

5

4

$

5

3

7

4

1

2

2

7 4

2

3

1

8

1

3

3

0

6

2

7

4

0

1

9

1

5

Utilities

3

4

8

3

1

1

7

2

8

2

4

3

2

3

4

2

9

3

9

4

5

4

2

4

7

1

2

1 5

1

0

2

0

8

Source/Calculation: D.7.1/(SUM{A.3}+SUM{A.4}+SUM{A.5}+SUM{A.6}+SUM{A.7}+SUM{A.8}+SUM{A.9})

Year: 2004


1000193

Final Report

89


CIS Depreciation Expense - Allocated to Processes


Mean

$3.71

Quartile 1

$0.02 <= $1.18

Quartile 2

$1.18 <= $2.31

Quartile 3

$2.31 <= $3.48

Quartile 4

$3.48 <= $12.97


$14.00

$12.00

$10.00

$8.00

$6.00

$4.00

$2.00

$0.00

1

6

2

5

2

6

3

7

2

2

2

2

7

1

7

8

4

8

3

1

5

3

1

4

0

2

4

6

3

0

1

3

1

8

2

3

Utilities

4

1

9

4

5

2

0

1

0

5

4

1

1

1

2

7

4

2

3

8

3

9

2

9

3

4

3

2

4

9

2

8

4

7

Call Center

Metering

Billing

Payment

Local Office


Revenue Protection

Support

Field Service


Year: 2004



1000192

Final Report

90


Single Asset Making Up Largest Portion of Depreciation Last

Year

Hardware or Software

Q: What one asset, hardware or software, made up the largest portion of depreciation last year?

AMR Equipment

Biggest Customer Service asset w as capatalised Labour

Billing

C2000 CSB Development-Gas (adding Gas Billing functions to CSB)

CISPlus Applciation Softw are

CorDaptix CIS softw are application.

Hardw are

Softw are

Softw are

Softw are cost greater then 50,000

Softw are.


Year: 2004


100527

Final Report

91


Main Basis for Deciding Whether or Not to Capitalize or Expense

For Purchased CIS Software and Under Regular Conditions

Q: For purchased CIS software, and under regular conditions, what is the main basis for deciding whether or not to capitalize or expense the software?

$100k and new functionality

Accounting for softw are guidelines. Softw are must include significant additional functionality and cost $100K or more to qualify for capitalization.

Application must be totally new and the cost must exceed $500,000.

Corporate Accounting Guidelines

Corporate Capital Policy states that the value of the softw are license must be at least $1,000 to be capitalized.

Corporate Capitalization Policy.

Cost cost

COST AND USAGE

Cost Threshold of 500k

Eskom do comply w ith IAS 38 intenational acc. standard as w ell as an Internal Eskom policy. Generally all self developed or self configured solutions in excess of

R5M w ill be capatalised in Eskom. These costs w ill be depreciated over a 3 year period.

GAAP guidelines (Westar sets $25,000 as the cost level that softw are should be capitalized),

If over $100,000 capitalized. May be review ing this policy in future

If the softw are is new and the total installed costs is > $500,000, it is capitalized.


Materiality of associated costs

New softw are greater than $5 million in costs.

Project cost greater than $100,000 and useful life of one year

See D.11

Total cost including softw are package and implementation costs (excluding data transfer and end user training) must be greater than $1M and softw are useful life

>5 years.


Year: 2004


100528

Final Report

92


Allocation Methodology for Software

Primary Basis and Any Time, Value or Application Guidelines Used

Q: Provide the top two basis and any time, value or application guidelines used in your allocation methodology for software.

$100,000 Threshold

$100k

Allocated to appropriate area based upon function.

Charged 100% to business unit it supports

Corporate Capital Policy


Cost

Cost of purchase exceeds $1,000,000

GAAP guidelines

It is not allocated

Number of users

Project cost > $100,000

Project cost greater than $100,00.00

Softw are cost is allocated based on w hich company it benefits, either SCG or SDGE

Softw are cost is allocated based on w hich company it benefits, either SCG or SDGE.

system softw are for servers is capitalized & goes to department

We do not allocate any costs to departments. These costs are incurred centrally and depreciated centrally


Year: 2004


100534

Final Report

93

CIS Capital Spending

Allocation Methodology for Software

Secondary Basis and Any Time, Value or Application Guidelines Used


Q: Provide the top two basis and any time, value or application guidelines used in your allocation methodology for software.

AICPA SOP 98-1

Allocate based on some reasonable means

Application/functionality must be new and/or replacement of an entire system or of the entire business function

Cost, scope of project (Softw are) effect

Function being served (i.e., customer service, meter management, etc.)

N/A

N/A

New functionality new funtionality & add > 20% of original cost over $200,000

Useful Life

Useful life > 1 year

Useful life of one year


Year: 2004


100907

Final Report

94



For Purchased CIS Hardware and Under Regular Conditions

Q: For purchased CIS hardware and under regular conditions, what is the main basis for deciding whether or not to capitalize or expense the hardware?

$1,000 or above

$100k all servers and pcs capitalized, plus any pereferals at time of purchase

CIS hardw are is alw ays capitalized unless considered maintenance.

Corporate Capital Policy states that the value of computer hardw are must be at least $1,000 to be capitalized.

Corporate Capitalization policy

Corporate Capitalizaton Policy

Cost cost

Eskom comply w ith IAS38 international acc standard. All capital expenditure in Eskom for hardw are w ill be capatalised and depreciated over a three year period.

GAAP guidelines - Westar sets $500 as the cost level that hardw are should be capitalized.,



Project cost > $100,000 and useful life > 1 year

Project cost of $100.00 and useful life of one year

The purchased item is a complete retirement unit.

Useful Life

We capitalize PC related hardw are >$800; mainframe or server hardw are >$2,500.


Year: 2004


100530

Final Report

95


Allocation Methodology for Hardware


Q: Provide the top two basis and any time, value or application guidelines used in your allocation methodology for hardware.

$100k


Charge 100% to business unit it supports

Corporate Capital Policy


GAAP guidelines

Hardw are cost is allocated based on w hich company it benefits, either SCG or SDGE

Hardw are cost is allocated based on w hich company it benefits, either SCG or SDGE.

Number of users

Project Cost > $100,000

Project cost of $100,00

Useful Life user by process area


We do not allocate depreciation


Year: 2004


100535

Final Report

96


Allocation Methodology for Hardware



Q: Provide the top two basis and any time, value or application guidelines used in your allocation methodology for hardware.


Cost

Cost

Function being served (i.e., customer service, meter management, etc.)

N/A

N/A

New Functionality ow ner by process area




Year: 2004


100908

Final Report

97



Labor

Associated With Implementing Purchased CIS Software/Hardware, or Associated With Developing CIS

Solutions

Q: For labor associated with implementing purchased CIS software/ hardware, or associated with developing CIS solutions, what is the main basis for deciding whether or n

All Contract Labour w ill be capatalised. All costs of dedicated resources assigned to a project w ill be capatalised. project resource costs w ill also be capatalised w hile program resource costs w ill not be capatalised., ,

Application must be totally new and the cost must exceed $500,000.

Corporate Accounting Guidelines

Corporate Capital Policy states that an application development project (softw are developed in-house or purchased and customized) must equal or exceed $100,0 total capital value and have an anticipated life expectancy of at least 5 years.

Corporate Capitalization Policy


cost and if the w ork w as done in-house or by a contractor

Follow guidelines of SOP 98-1 and contact property accounting for questionable items.

GAAP guidelines - Project (Softare) must be new or an upgrade that w ill affect entire user base.

If labor and other cost are in xs of $100,000 w e capitalize

If the labor is incurred in the process of installing / implementing capital hardw are or softw are, it is capitalized. See D12 for $ thresholds.

If the softw are adds new functionality, and total cost > $500,000, then labor is capitalized.

If the softw are adds new functionality, and total cost > $500,000, then labor is capitalized.

Labor associated w ith modifying and installing softw are and hardw are is capitalized.

Project cost of $100.00 and useful life of one year project larger than $500,000 return on investment return on investment

See D15

Total project cost

Training and expenses associated w ith selection of the softw are are not capitalized. Any labor associated w ith the implementation of new functionality is capitalized.

Type of w ork performed (i.e., testing is capita, training/process is O & M)


Year: 2004


100531

Final Report

98


Allocation Methodology for Labor


Q: Provide the top two basis and any time, value or application guidelines used in your allocation methodology for labor.


Corporate Capital Policy, w hich is based on the guideline provided in #2.


Cost of purchase exceeds $1,000,000

Direct billing function related to org. unit responsibility

GAAP guidelines

Labor associated w ith the development of new funcitonality

Labor cost is allocated based on w hich company it benefits, either SCG or SDGE

Labor cost is allocated based on w hich company it benefits, either SCG or SDGE.

Operating Company

Operating Company

Project cost > $100,000

Project cost of $100.00 a

Total project cost

Type of w ork performed


We do not allocate the capital cost to functional departments.


Year: 2004


100536

Final Report

99


Allocation Methodology for Labor


Q: Provide the top two basis and any time, value or application guidelines used in your allocation methodology for labor.

AICPA SOP 98-1


Application/functionality must be new and/or replacement of an entire core business system or of the entire business function functionenhancement versus daily support

N/A

N/A

None

Number of Customers

Number of Customers

Project (softw are) must be new or an upgrade that w ill affect entire user base.,

Training and softw are selection (preliminary engineering) are not capitalized.




Year: 2004


100909

Final Report

100


Variation in Allocation Approach For Software, Hardware, or

Labor

Based on Functional Area That Is Being Allocated All or a Portion of the Expense

Q: For any of the above - software, hardware, or labor - do you vary your standard approach based on what functional area is being allocated all or a portion of the cost?

All areas fall under same guidelines.

GAAP guidelines

No no

No no

No

No

No

No no

No

NO

No, consistant accross the Company

No, use same standards: capitalize PC-related hardw are >$800; mainframe or server hardw are >$2,500.

No.

No; This is dictated by the Corporate Capitalization Policy guidelines.

Standard approach is used alw ays, but only allocate to company level, not call center or low er

Standard approach is used alw ays, but only allocate to company level, not call center or low er.

We do not vary the standard approach


Year: 2004


100532

Final Report

101


CIS Support / IT Maintenance Costs Location


Question

1. Customer Services Budget:

2. IT Department Budget:

3. Corporate Budget:

4. Support/Shared Services

Budget:

99. Other:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

53.8%

92.3%

15.4%

15.4%

0.0%


Year: 2004


100537

Final Report

102


CIS Support / IT Maintenance Expenses Location (Cont.)


Year: 2004


100538

Final Report

102.1




Pg. 103. (114) Age of Current Core CIS -

Pg. 104. (115) Core CIS Software Developer -

Pg. 104.1. (116) CIS Software Developer (Cont.) -

Pg. 105. (117) Core CIS Features -

Pg. 105.1. (118) Core CIS Features (Cont.) -

Pg. 106. (119) Years Since Last Changes Made to Core CIS System -

Pg. 107. (120) Forecasted Core CIS Modifications - Budgeted Modifications for Next Year

Pg. 107.1. (121) Forecasted Core CIS Modifications (Cont.) - Budgeted Modifications for Next Year

Pg. 108. (122) Separate Billing Engines Required - To Support Billing and Customer Service Competency

Pg. 109. (123) Separate Billing Engines or Manual Processes To Support The Following -

Pg. 109.1. (124) Customer Billing, Collection And Contact Information Available - Across All Customer Access Channels

Pg. 110. (125) Vendor(s) for Billing Engine - Special Programs (Green Power, Low Income)

Pg. 111. (126) Vendor(s) for Each Billing Engine - Third Party Billing (Commodity, Metering, etc.)

Pg. 112. (127) Vendor(s) for Each Billing Engine - Different rate classes and or types of customers (C&I vs. Residential)

Pg. 113. (128) Vendor(s) for Each Billing Engine - Value Added Products and Services

Pg. 114. (129) Vendor(s) for Each Billing Engine - Other

Pg. 115. (130) Group Maintaining the Billing Engine - IS = In-house staff, C = contract staff, V = Installation vendor

Pg. 116. (131) CIS Capabilities to Support Deregulated Environment -

Pg. 116.1. (132) CIS Capabilities to Support Deregulated Environment (Cont.) -

Pg. 117. (133) Separate Billing Engines Needed Across Service Territory - To Support the Required Billing In Deregulated Environments

Pg. 118. (134) Current CIS System Provides the Flexibility to Support Aggregated Customer Billing - To the Extent Needed Without Significant Manual Workarounds

Pg. 119. (135) Data Model Flexibility of Core CIS System -

Pg. 119.1. (136) Data Model Flexibility of Core CIS System (Cont.) -

Pg. 120. (137) CIS Consolidation on Recently Merged Companies -

Pg. 120.1. (138) CIS Consolidation on Recently Merged Companies (Cont.) -

Pg. 121. (139) CIS System Integration - Integrated Links to Other Information Systems

Pg. 121.1. (140) CIS System Integration (Cont.) - Integrated Links to Other Information Systems

Pg. 122. (141) Number of Months of Billing Data Retained In System -

Pg. 123. (142) Changes To Billing Rates That Can Be Made By Customer/Business Analysts -

Pg. 123.1. (143) Changes To Billing Rates That Can Be Made By Customer/Business Analysts (Cont.) -

Pg. 124. (144) Customer Billing, Collection And Customer Contact Information Updated Real Time -

Pg. 125. (145) Specific Modules Can Be Removed From Existing Applications - And Be Replaced Without Significant Technical Rework

Pg. 126. (146) Customer Billing, Collection And Contact Information Available - Across All Customer Access Channels

Pg. 127. (147) Customer Service Problems, Billing Issues, Slows Regulatory Response - Created by CIS Systems (Core and Associated Billing Engines)

Pg. 128. (148) Customer Service Problems, Billing Issues, Slows Regulatory Response - Created by CIS Systems (Core and Associated Billing Engines)

Pg. 129. (149) Primary Driver of Changes In Your CIS In the Last 2 Years -


XI




Pg. 130. (150) Secondary Driver of Changes In Your CIS In the Last 2 Years -

Pg. 131. (151) Primary CIS Initiative Going Forward Over the Next 2 Years -

Pg. 132. (152) Secondary CIS Initiatives Going Forward Over the Next 2 Years -


XII


Age of Current Core CIS

Mean

11

Age

35

3

1

3

0

30

2

6

2

7

25

2

3

2

4

2

2

2

1

20

1

7

15

1

3

1

4

1

1

1

1

10

9

8 8

7 7 7

6 6 6

5 5

5

2 2

1

0

0

4

2

2

5

4

1

2

2

3

4 4 4 4

1

3

1

8

3

7

2

9

2

1

0

3

9

2

3

2

7

2

6

2

4

4

8

3

8

4

9

3

2

6 4

3

0

2

8

3

4

1

6

4

5

1

4

7

7

1

7

1

2

1

9

8

2

0

5 3

1

5

4

0

3

1

Source/Calculation: 2004-E.2.1

Year: 2004


®US, Dollars

60027


Final Report

103


Core CIS Software Developer

Question

1. In-house Development:

2. Andersen

Consulting/Accenture:

3. SPL World Group:

4. IBM:

5. Orcom:

6. Pricew aterhouseCoopers:

7. SCT Utility Systems:

8. Tres:

9. SAP:

10. Oracle:

99. Other:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

2.9%

0.0%

11.8%

8.8%

2.9%

8.8%

70.6%

29.4%

11.8%

2.9%

2.9%

Source/Calculation: E.3.1

Year: 2004


438

Final Report

104


CIS Software Developer (Cont.)

Q: Who developed your core CIS software?

Collaborated development w ith PWC

Contractors

DeLoitte & Touche


Year: 2004


8119

Final Report

104.1


Core CIS Features

Question

1. None:

2. On-Line Bill Adjustments:

3. On-Line Payment Entry:

4. Automated Meter Rerouting:

5. Automated Correspondence

Generation:

6. Automated Account Write-off:

7. Automated Customer Contact

Tracking:

8. Automated Appointments

Scheduling:

9. Automated Work

Order/Instruction Generation:

99. Other:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

3.0%

87.9%

78.8%

63.6%

87.9%

87.9%

69.7%

51.5%

72.7%

9.1%


Year: 2004


441

Final Report

105


Core CIS Features (Cont.)

Q: What features does your current core CIS possess?

An extensive list!

Deregulation capable

Work Flow Manager w ith Segmentation


Year: 2004


8122

Final Report

105.1

Customer Information Systems

Years Since Last Changes Made to Core CIS System


Question

1. Replace Core System:

2. Move To Distributed

Processing/Netw orked System:

3. Add Modules/Features:

4. Add Workflow Management

Applications:

99. Other:

1 2 3 4 5 6 7 8

1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

0

4

2

0

8

2

1

9

-

0

0

2

0

0

0

2

0

-

-

1

9

9

3

-

-

-

-

-

2

0

0

4

-

-

9

3

1

9

2

0

0

3

0

4

2

0

-

1

9

9

5

1

9

9

5

2

0

0

4

1

9

9

5

-

-

-

2

0

0

0

-

-

2

0

0

5

2

0

0

4

1

9

9

9

1

9

9

9

2

0

0

5

2

0

0

4

-

-

2

0

0

3

2

0

0

4

-

-

-

-

1

9

8

7

0

4

2

0

0

4

2

0

-

-

0

4

2

0

-

-

-

2

0

0

0

0

4

2

0

0

4

2

0

0

1

2

0

0

1

2

0

0

4

2

0

0

4

2

0

0

0

2

0

0

0

2

0

-

-

-

2

0

0

5

2

0

0

3

-

-

-

-

-

-

0

2

2

0

0

2

2

0

0

2

2

0

0

2

2

0

-

9

8

1

9

9

8

1

9

-

9

8

1

9

-

1

9

9

7

1

9

9

7

2

0

0

4

1

9

9

4

-

2

0

0

3

2

0

0

3

2

0

0

4

2

0

0

3

-

1

9

9

8

1

9

9

8

2

0

0

3

1

9

9

8

-

9

8

1

9

-

-

-

-

1

9

9

1

-

-

-

2

0

0

0

-

2

0

0

2

-

-

1

9

9

3

-

2

0

0

3

-

-

-

-

-

-

-

1

9

9

6

-

0

4

2

0

0

4

2

0

-

-

-

0

5

2

0

-

-

0

1

2

0

0

1

2

0

2

0

0

4

-

-

1

9

9

7

-

2

0

0

4

-

-

1

9

9

9

-

-

-

-

1

9

9

9

1

9

9

5

2

0

0

3

-

-

-

-

2

0

0

4

-

-

2

0

0

4

-

-

-

-

-

-

0

3

2

0

-

-

9

7

1

9

-

9

6

1

9

9

6

1

9

0

4

2

0

0

4

2

0

0

4

2

0

-

9

5

1

9

0

3

2

0

9

3

1

9

8

1

1

9

-

4

9

Average

1996

1998

1932

2001

2002


Year: 2004


1946

Final Report

106


Forecasted Core CIS Modifications

Budgeted Modifications for Next Year

Question

1. None Budgeted:

2. Replace Core System:

3. Move To Distributed

Processing/Netw orked System:

4. Add Modules/Features:

5. Add w orkflow management applications:

6. Converting to New System -

Not Complete in 2004:

7. Migrate Divisions/departments to New /common System:

99. Other:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

11.8%

8.8%

5.9%

73.5%

23.5%

5.9%

5.9%

11.8%


Year: 2004


442

Final Report

107


Forecasted Core CIS Modifications (Cont.)

Budgeted Modifications for Next Year


Q: What changes to the core CIS are in the budget for next year (2005)?

Anything due to rate case - Not budgeted

Gradual replacement of CIS in 2004. Complete replacement in 2007 (SAP)

New Outage Communication system, RealTime Authorized Payment Agency system.

Upgrade SAP CCS


Year: 2004


8123

Final Report

107.1


Separate Billing Engines Required

To Support Billing and Customer Service Competency

Mean

1

Engines

2

2

2

1

2 2 2 2 2 2 2 2

1

1

0

1

1

1 1 1 1 1 1 1 1 1 1 1 1 1 1

0

0

0

4

2

0 0 0

8

3

2

4

8

0 0

4

4

5

0 0

3

8

2

7

0

6

4

1

0 0

2

3

3

0

2

2

2

2

5

1

7

1

9

1

2

4

9

3

4

1

6

2

4

1

0

7 1

3

7

1

8

1

3

4

0

2

9

2

6

2

8

4

7

2

0

5

3

9

3

1

5

3

1


Year: 2004

®US, Dollars

60031


Final Report

108


Separate Billing Engines or Manual Processes To Support The

Following

Question

1. Special programs (green pow er, low income):

2. Third party billing (commodity, metering, etc.):

3. Different rate classes and or types of customers (C&I vs.

Residential):

4. Value added products and services:

99. Other:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

5.0%

0.0%

80.0%

0.0%

15.0%


Year: 2004


60036

Final Report

109


Customer Billing, Collection And Contact Information Available

Across All Customer Access Channels

Q: How many of your separate billing engines were used to support each of the following?

certain PASNY and negotiated contracts

Complex combined metering.

Hourly Billing


Year: 2004


60318

Final Report

109.1


Vendor(s) for Billing Engine

Special Programs (Green Power, Low Income)

Q: Who is/ are the vendor(s) for each billing engine?

Accenture / Customer 1 green pow er, low income

In house

In-house

Itron


Year: 2004


100540

Final Report

110


Vendor(s) for Each Billing Engine

Third Party Billing (Commodity, Metering, etc.)


Accenture / Customer 1 commodity, metering, etc.

In house

In-house in-house


Year: 2004


1000002

Final Report

111



Different rate classes and or types of customers (C&I vs. Residential)


Accenture / Customer 1

C&I vs. Residential

Cordaptix

IBM

In house in house

Indus (Banner)

INHOUSE

In-house

In-house in-house

Internal Information Systems

IS

LODESTAR

LODESTAR


Year: 2004


1000003

Final Report

112



Value Added Products and Services


Accenture / Customer 1

Indus (Banner)

In-house

PEOPLESOFT


Year: 2004


1000004

Final Report

113



Other


ENERLINK

Lodestar Billing Expert


Year: 2004


1000005

Final Report

114


Group Maintaining the Billing Engine

IS = In-house staff, C = contract staff, V = Installation vendor

Question

1. Special programs (green pow er, low income):

2. Third party billing (commodity, metering, etc.): is is

1 2 3 4 5 6 7 8

1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9

Percent is is c is is c is is is it is is is c is 35.9% na c is is c is is is is is is c is 30.8%

3. Different rate classes and or types of customers (C&I vs.

Residential): is

4. Value added products and services: is is is is is is is is c c is is is v v is is c is c is is is is is itro c is is is is is is c is c is is is is 59.0%

35.9%

99. Other: is v 5.1%


Year: 2004


100541

Final Report

115


CIS Capabilities to Support Deregulated Environment


Question

1. None:

2. Multiple Commodities:

3. Negotiated Rates:

4. Unbundled Rates:

5. Pow er Marketer Needs:

99. Other:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

28.1%

40.6%

34.4%

62.5%

31.3%

6.3%


Year: 2004


450

Final Report

116


CIS Capabilities to Support Deregulated Environment (Cont.)

Q: What capabilities does your CIS System have to support needs under a deregulated environment?

Contract Discounts


Year: 2004


8126

Final Report

116.1


Separate Billing Engines Needed Across Service Territory

To Support the Required Billing In Deregulated Environments

Mean

1

Quartile 1

1 <= 1

Quartile 2

1 <= 1

Quartile 3

1 <= 2

Quartile 4

2 <= 2

Engines

2

2

2

1

2 2 2

1

1

0

1

1

1 1 1 1 1 1 1

0

0

1

1

2

2

9

2

4

8

2

5

2

3

1

6

7

2

2

4

9

4

1

8

1

3

3

0

6

2

7

4

0

1

9

1

5

3 2

4

8

3

1

3

8

2

8

3

2

2

6

3

4

3

9

4

5

4

2

4

7

4

1

5

1

0

3

7

2

0

1

7


Year: 2004

®US, Dollars

100542


Final Report

117


Current CIS System Provides the Flexibility to Support


Aggregated Customer Billing

To the Extent Needed Without Significant Manual Workarounds

Question

1. Yes:

2. No:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

75.0%

25.0%


Year: 2004


100543

Final Report

118


Data Model Flexibility of Core CIS System


Question

1. Premise-Based:

2. Customer-Based/Centric:

3. Account-Based:

99. Other:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

81.8%

57.6%

72.7%

12.1%


Year: 2004


1000196

Final Report

119


Data Model Flexibility of Core CIS System (Cont.)


Q: How would you describe the core CIS system in terms of its data model flexibility?

Agreement based

Big 5 Concept - Installed Service based tracked by Service Account, Customer Account, and Customer Number.

Service Agreements

Service point based


Year: 2004


100550

Final Report

119.1


CIS Consolidation on Recently Merged Companies


Question

1. Not Consolidated:

2. Moved To Single CIS:

3. Multiple Systems But One Graphic

Interface (Not Consolidated):

4. Billing Engine For Multiple Entities:

99. Other:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

66.7%

26.7%

0.0%

0.0%

6.7%


Year: 2004


2879

Final Report

120


CIS Consolidation on Recently Merged Companies (Cont.)

Q: If your company recently completed a merger, how was the customer information system consolidated?

In Progress


Year: 2004


8182

Final Report

120.1


CIS System Integration

Integrated Links to Other Information Systems

Question

1. None:

2. Trouble Call Management:

3. Market Research Database:

4. Credit Scoring:

5. Credit & Collections:

6. Meter Reading:

7. New Service Work Management:

8. Telephone Caller ID:

9. IVR/VRU:

10. Intranet/Extranet:

11. Website:

12. Mobile Data :

99. Other:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

3.0%

81.8%

15.2%

60.6%

90.9%

90.9%

63.6%

69.7%

93.9%

57.6%

57.6%

60.6%

6.1%


Year: 2004


439

Final Report

121


CIS System Integration (Cont.)

Integrated Links to Other Information Systems

Q: Which of your systems have a fully-integrated link to the CIS system?

CIS has approximately 70 interfaces including the checked boxes above

Many others, real-time or batch linked.


Year: 2004


8120

Final Report

121.1


Number of Months of Billing Data Retained In System

Mean

62

Quartile 1

999 => 36

Quartile 2

36 => 36

Quartile 3

36 => 24

Quartile 4

24 => 13

Months


1000 9

9

9

900

800

700

600

500

400

300

200

100

6

0

6

0

4

9

4

8

4

8

4

0

3

6

3

6

3

6

3

6

3

6

3

6

3

6

3

6

3

6

3

6

2

6

2

5

2

5

2

4

2

4

2

4

2

4

2

4

2

4

1

9

1

8

1

8

1

6

1

4

1

3

2

6

4

8

4

0

2

2

4

2

7

3

4

1

3

3

8

1

8

4

4

1

2

2

1

0

3

7

2

8

8

1

6

7

2

9

4

9

6

3

0

2

5

1

2

2

3

4

5

3

2

1

7

1

1

9

4

7

2

0

5

4

2

3

9

3

1

5

3

1


Year: 2004


®US, Dollars

6022


Final Report

122


Changes To Billing Rates That Can Be Made By

Customer/Business Analysts


Question

1. Changes can be made by

Customer/Business Analysts:

2. Changes can be made by IT staff:

3. Changes are made only by IT staff :

99. Other:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

56.3%

6.3%

31.3%

6.3%


Year: 2004


60032

Final Report

123


Changes To Billing Rates That Can Be Made By

Customer/Business Analysts (Cont.)


Q: Can changes to billing rates be made by customer/ business analysts, or is an IT competency required to support/ modify existing billing rates?

Billing Supervisor

Changes made by Revenue Accounting


Year: 2004


60317

Final Report

123.1


Customer Billing, Collection And Customer Contact Information

Updated Real Time

Question

1. Customer Contact Information:

2. Collections:

3. Billing Data:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

96.6%

72.4%

65.5%


Year: 2004


60034

Final Report

124


Specific Modules Can Be Removed From Existing Applications

And Be Replaced Without Significant Technical Rework

Question

1. Yes:

2. No:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

12.1%

87.9%


Year: 2004


60033

Final Report

125


Customer Billing, Collection And Contact Information Available

Across All Customer Access Channels

Question

1. Yes:

2. No:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

71.9%

28.1%


Year: 2004


60035

Final Report

126


Customer Service Problems, Billing Issues, Slows Regulatory

Response

Created by CIS Systems (Core and Associated Billing Engines)

Q: What don't your CIS systems (core and associated billing engines) do that creates customer service problems, billing issues, slows regulatory response, etc.?

Allow customers to select due date

Billing Calculator Explanation Missing

Billing for new products

Databse architecture probelm for customer moves (premise-based)

Does not archive data iNTERNET SIGN-UP

No real time customer initiation connect/disconect.

None

Not customer-based.

PBS - Wish it could populate meter history on CIS

Provide horizontal information

Rate Changes require programming rather than updating

Rigidness of automation. Accessability of interval data to customers as it has not yet been implemented

Single invoice for multi-month rebill

Summary Billing

Support Multiple suppliers on one account.

To date the Billing Engine has met our needs for all billing purposes.

Unable to quickly answ er customer questions on billing. Image of bille is not available to CSR

Work Flow Tracking


Year: 2004


100545

Final Report

127


Customer Service Problems, Billing Issues, Slows Regulatory

Response

Created by CIS Systems (Core and Associated Billing Engines)

Q: What don't your CIS systems (core and associated billing engines) do that creates customer service problems, billing issues, slows regulatory response, etc.?

CIS is not customer-based; Premise based limits flexibility

Complete multi-service functionality

Corrections that take several days to be reflected in systems

Customize bill messages

Fully functional rate and billing tool for comparisons

Interval metering

Non autocompletion of ToDos. Example: Multiple ToDos are created for the same activity.

Not directly linked bil determinent change request system (RBD).

Not on a relational data base.

Shared databse creates payment allocation problems

Trouble call Management

Update real time for payments, etc.

Wish TOD rates could be done on CIS (most of w hat PBS does)


Year: 2004


1000006

Final Report

128


Primary Driver of Changes In Your CIS In the Last 2 Years

Q: What have been the two main drivers of changes in your CIS in the last 2 years?

Business initiatives business process improvements

CREDIT COLLECTION PROCESS CHANGES credit policies

Current systems are outdated, non-integrated and offer litlle flexibility

Customer Satisfaction

Customer Self Service

Customer Service

E-Commerce

Energy Deregulation

Geographical changes in the organisation

Green Pow er

Implementation of mobile data field order dispatching system

Increase customer satisfaction

Industry restructuring

New ERP Systems (Financial, w ork order)

Post implementatoin stabilization

Process Improvement, Data Consolidation , System Integration

Reduce Cost

Regulatory

Regulatory

Regulatory / Legal

Regulatory changes

Regulatory Changes/Challenges

Regulatory Requirement

Regulatory Requirements

Regulatory/Retail Choice Initiatives

Shared Bill shared customer information system w ith Kansas Gas Service (KGS) In 2004 KGS's parent company purchased new CIS and KGC separated from our system


Year: 2004


1000000

Final Report

129


Secondary Driver of Changes In Your CIS In the Last 2 Years

Q: What have been the two main drivers of changes in your CIS in the last 2 years?

billing exceptions billing Exceptions

Business Efficiencies

Business Initiatives

Business Process Improvement

Business Process Improvement Initiatives

Client Business Process Changes

Cordaptix implementation for time of day large I&C billing.



Energy Crisis

Hardw are upgrade

Improving Customer Service

Increase Customer Satisfaction

Integration w ith CRN product from Siebel

Managing Uncollectible Accounts (Bad Debt)

Need for hardw are upgrade

New FIeld Force Automation Systems (Work order)

Operational Benefit

PBC Progams

Process improvement

Process Improvements

Reducing Expenses

Regulatory

Regulatory

Regulatory

REGULATORY

Upcoming Rate Case


Year: 2004


100546

Final Report

130


Primary CIS Initiative Going Forward Over the Next 2 Years

Q: What are your main CIS initiatives going forward over the next 2 years?

Additinal credit and collections process improvement business process improvements

Business Process Integration

Common CIS for the entire company.

Converting to SAP CCS company w ide in 2005


Customer Self-service

Customer Service

Eliminate ASP provided Banner System

EXTENSION OF CIS SYSTEM LIFE

Increase customer satisfaction

Industry changes internet capability

Internet Capability

Introduction of new rates, Bill Messaging, Delinquency Processing

Merging Customer Systems

Need to support multiple contact channels.

On hold due to merger discussions w ith Exelon.

Operational Benefit

Reduce Cost

Regulatory

Regulatory

Regulatory

Regulatory

Regulatory Requirements

Regulatory/Retail Choice Initiative

Remodeling of CIS w orkflow s

Replacement

Replacement of existing system


Year: 2004


1000001

Final Report

131


Secondary CIS Initiatives Going Forward Over the Next 2 Years

Q: What are your main CIS initiatives going forward over the next 2 years?

Bill Print Outsourcing

Business initiatives

Business Initiatives

Business Process Improvement Initiatives

CIS Systerm Consolidation

Consolidation of NE billing into CSS.

customer contact information

Customer Contact Information


Customer/Business Process Improvements

Data integration w ith geographical system

Database platform change

Incorporate Complex Billing Module into Core CIS

Increase Customer Satisfaction

Introduction of new products and services

MV90 Intregration

Protfolio Optimization

Reducing Expenses

REGULATORY

Regulatory

Replacement of Core system

Self Service

Upgrade of CIS to latest versions

Value based enhancements


Year: 2004


100547

Final Report

132


Internet


Pg. 133. (154) Website Transactions Completed On Your Site - Per Adjusted Customers

Pg. 134. (155) Website Transactions Completed On Your Site -

Pg. 135. (156) Website Transactions Completed On Your Site - Per Customers

Pg. 136. (157) Website Transactions - Percent of Transaction Completed on Website or Elsewhere

Pg. 139. (158) Completed CS Web Transactions That Have Increased the Most - In the Past Year

Pg. 140. (159) Transactions Are Started In Website and Completed Elsewhere - Per Customers

Pg. 141. (160) Automation Level - Connection Between Website and CIS Database - Scale 1 to 5, 5 = Complete Integration

Pg. 141.1. (161) Automation Level (Cont.) - Connection Between Website and CIS Database

Pg. 142. (162) Use Signature Authentication Via Website -

Pg. 143. (163) Features Included in Customer Registration Process -

Pg. 143.1. (164) Features Included in Customer Registration Process (Cont.) -

Pg. 144. (165) Types of Functionality Offered on Website -

Pg. 144.1. (166) Functionality Offered on Website (Cont.) -

Pg. 145. (167) Website Educational Information -

Pg. 145.1. (168) Website Educational Information (Cont.) -

Pg. 146. (169) Type of Customer Support/Help Functionality Offered to Customers on Website -

Pg. 146.1. (170) Customer Support/Help Functionality Offered to Customers on Website (Cont.) -

Pg. 147. (171) Customer Segments Served by Functionality -

Pg. 147.1. (172) Customer Segments for Which you Provide Functionality (Cont.) -

Pg. 148. (173) Languages Served by Website -

Pg. 149. (174) Organizational Location of Internet Team -

Pg. 149.1. (175) Organizational Location of Internet Team (Cont.) -

Pg. 150. (176) Method Used to Manage Your Web Content and Usability Metrics -

Pg. 150.1. (177) Method Used to Manage Your Web Content and Usability Metrics (Cont.) -

Pg. 151. (178) Third-Party Review of Website Within the Last 12 Months -

Pg. 152. (179) Internet Group Staffing - FTEs Per 100,000 Adjusted Customers

Pg. 153. (180) Charge Internal Clients/Content Owners for Internet/Web Services - Services are charged for individually (By use, Initiative, Access, etc.)

Pg. 154. (181) Charge Internal Clients/Content Owners for Internet/Web Services - Services are covered as part of the Corporate Overhead charges (e.g. Corporate Services)

Pg. 155. (182) Charge Internal Clients/ Content Owners for Internet/Web Services - Other

Pg. 156. (183) Method Used to Measure Your Web Traffic and Website Usability -

Pg. 156.1. (184) Method Used to Measure Your Web Traffic and Website Usability (Cont.) -

Pg. 157. (185) E-mail Correspondence Received that was Initiated on the Web - Per Adjusted Customer

Pg. 158. (186) Most Significant Change or Enhancements Planned - For Services Provided via Website in the Next 2 Years

Pg. 159. (187) Second Most Significant Change or Enhancements Planned - For Services Provided via Website in the Next 2 Years

XIII


ID Number Used: Regular Internet

Website Transactions Completed On Your Site


Mean

0.43

Quartile 1

1.65 => 0.66

Quartile 2

0.66 => 0.27

Quartile 3

0.27 => 0.07

Quartile 4

0.07 => 0.00

Transactions per Adj Customer

1.80

1.60

1.40

1.20

1.00

0.80

0.60

0.40

0.20

0.00

3

0

3

2

6

1

9

1

3

1

8

4

0

2

8

4

7

2

3

2

4

4

4

9

3

7

1

0

1

4

8

2

2

1

6

2

3

1

4

5

2

5

2

6

4

1

3

8

2

0

5

1

2

4

2

3

9

2

9

3

4

7

1

7

8 3

1

5

2

7

Apply For New Service (1 & 2)

Accept Customer Payment (3-6)

Transfer Service To New Address

Allow Purchases of Products

Accept Survey Input, Read, Appointment Requests

Enroll in Programs

E-Bill Activities

Close Account, Update Account Information

Report Outage, Energy Theft, Problems, Street Lights

Home Energy Audit

Link to "Live" CSR or Voice Over ISP

Other

Source/Calculation: (F.2.1+F.2.2)/(SUM{A.3}+SUM{A.4}+SUM{A.5}+(SUM{A.6}+SUM{A.7}+SUM{A.8})*2+SUM{A.9}*3)

Year: 2004



50312

Final Report

133



Percent of Transactions

100.0%

80.0%

60.0%

40.0%

20.0%

0.0%

4

1

1

0

3

7

2 1

3

1

1

3

3

2

2

6

1

8

4

5

6

4

9

3

0

4

7

2

8

2

3

4

0

2

2

2

4

1

9

2

5

4

1

6

4

8

3

8

7 8

1

7

3

9

2

9

2

7

5

3

4

1

5

2

0

1

2

4

2

3

E-bill Activities

Accept Payment - Debit/Credit Cards, Checking Account

Apply For New Service

Update Account Information


Enroll in Customer- Budget Billing, Auto Payment

Accept Read Info, Survey Input, Appt Request

Close Account


Report Outage, Energy Theft, Street Light

Home Energy Audit


Other

Source/Calculation: (F.2.8+F.2.7+F.2.9)/SUM{F.2}

Year: 2004



91831

Final Report

134



Per Customers

Mean

0.46

Quartile 1

1.65 => 0.66

Quartile 2

0.66 => 0.31

Quartile 3

0.31 => 0.09

Quartile 4

0.09 => 0.00

Transactions per Customer

1.80

1.60

1.40

1.20

1.00

0.80

0.60

0.40

0.20

0.00

3

0

3

2

1

9

6

1

3

1

8

4

0

2

8

4

7

2

3

2

4

3

7

4

1

0

4

9

2

2

1

4

8

1

6

3

1

2

4

5

2

6

2

5

4

1

3

8

2

0

5

1

2

4

2

3

9

2

9

3

4

7

1

7

8 3

1

5

2

7

Accept Customer Payment


Accept Read, Appt Requests, Survey Input

Apply For New Service


Close Account

Update Account Information

Report Outage, Energy Theft, Street Light e-Bill Activities

Home Energy Audit


Enroll in Customer Program

Other

Source/Calculation: (F.2.11+F.2.14+F.2.12+F.2.13)/(SUM{A.3}+SUM{A.4}+SUM{A.5}+SUM{A.6}+SUM{A.7}+SUM{A.8}+SUM{A.9})

Year: 2004



1000332

Final Report

135


Website Transactions

Percent of Transaction Completed on Website or Elsewhere

Percent

100.0%

80.0%

60.0%

40.0%

20.0%

0.0%

1

9

3

1

4

4

8

2

6

4

7

3

0

3

7

1

8

4

0

3

2

2

3

2

4

2

2

2

8

1

3

1 6 2

1

0

4

9

1

6

4

1

4

5

2

5

3

8

1

7

8

3

9

7

4

2

2

7

2

0

3

4

2

9

1

5

1

2

5 3

Completed on Website Completed Elsew here

Source/Calculation: SUM{F.2}/(SUM{F.2}+F.5.1)

Year: 2004



50382

Final Report

136


Completed CS Web Transactions That Have Increased the Most

In the Past Year

Question

1. E-bill:

2. Credit Card Payments:

3. Debit Card Payments:

4. Checking Account Payments:

5. Direct Pay (Auto Withdraw

From Bank):

6. View Bill:

7. New Service Apps:

8. Home Energy Audit:

9. Change of Account Requests:

99. Other:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

46.4%

10.7%

7.1%

25.0%

3.6%

21.4%

3.6%

7.1%

7.1%

25.0%

Source/Calculation: F.4.1

Year: 2004


100551

Final Report

139


Transactions Are Started In Website and Completed Elsewhere

Per Customers

Mean

0.02

Quartile 1

0.00 <= 0.01

Quartile 2

0.01 <= 0.01

Quartile 3

0.01 <= 0.03

Quartile 4

0.03 <= 0.08

Transactions Per 100K Customers

0.08

0

8

0

.

0.07

0

.

0

6

0.06

0.05

0

5

0

.

0

4

0

.

0

.

0

4

0.04

0

.

0

3

0

3

0

.

0.03

0

.

0

2

0

2

0

.

0

2

0

.

0

2

0

.

0

.

0

2

0.02

0

1

0

.

0

1

0

.

0

.

0

1

0

2

0

.

0.01

0.00

0

.

0

0

0

.

0

0

4

3

0

3

7

0

.

0

0

0

.

0

0

0

.

0

0

0

0

0

.

0

.

0

1

0

.

0

1

4

2

1

8

4

1

2

2

4

0

1

0

1

0

.

0

1

0

.

0

.

0

1

2

2

3

2

4

2

5

3

2

1

6

7

2

8

3

9

8

4

5

3

8

1

3

1

0

4

9

1

7

6

2

7

2

0

5

1

2

4

7

2

9

3

4

2

6

4

8

3

1

5

1

9

3

1

Source/Calculation: F.5.1/(SUM{A.3}+SUM{A.4}+SUM{A.5}+SUM{A.6}+SUM{A.7}+SUM{A.8}+SUM{A.9})

Year: 2004


6023

Final Report

140


Automation Level - Connection Between Website and CIS

Database

Scale 1 to 5, 5 = Complete Integration

Question

1 2 3 4 5 6 7 8

1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

1. Apply For New Service:

2. Apply For New Service (Existing Customer):

3. Transfer Service To New Address:

4. Update Account Information:

5. Accept Customer Read Information:

6. Enroll Customer- Budget Billing:

7. Enroll Customer- E-bill:

8. View Bill:

9. Enroll Customer- Direct/Auto Payment:

10. Accept 3rd Party Payments:

- 1 - 4 - 4 1 1 1 - 1 - 3 - 3 - 0 5 - 1 - 1 - 4 - 5 1 1 2 1 1 3 -

5 1 - 4 - 4 1 1 4 - 1 - 3 - 5 5 - 1 - 1 - 4 - 3 - 5 1 1 2 1 1 -

5 1 - 4 - 4 1 1 2 - 1 - 3 - 3 - 5 5 - 1 - 1 - 5 - 3 - 5 1 1 2 1 1 3 -

5 1 - 5 - 5 1 1 4 - 1 - 2 - 3 - 2 5 - 1 - 2 1 - 5 - 5 - 5 1 1 5 5 1 5 -

5 1 - 1 - 1 2 1 4 - 1 - 5 - 0 5 - 1 - 5 - 0 - 5 - 1 1 -

5 1 - 5 - 5 2 1 4 - 1 - 2 - 3 5 - 1 - 5 - 5 - 5 - 5 1 - 1 5 -

- 5 - 5 - 5 2 5 5 - 5 - 5 - 5 5 5 5 - 5 5 - 5 - 5 - 5 - 5 - 1 5 -

5 5 - 4 - 4 - 5 4 - 5 - 5 5 - 5 5 5 5 - 1 5 - 5 - 5 - 5 - 1 5 5 1 5 -

5 1 - 5 - 5 2 1 4 - 1 - 1 - 5 - 5 5 1 - 3 5 - 5 - 5 - 5 1 - 3 1 1 5 -

- 1 - 1 - 1 - 5 - 1 - 5 - 5 5 5 - 3 - 0 - 5 - 3 - 1 - 1 1 - 5

11. Accept Customer Payment - Debit Cards: - 1 - 5 - 5 - 5 1 - 1 - 1 4 - 0 5 - 0 - 1 - 3 - 1 1 - 5

12. Accept Customer Payment - Checking Account: - 1 - 5 - 5 - 5 - 1 - 5 - 1 - 5 5 5 5 - 3 5 - 5 - 1 - 3 - 5 - 1 -

13. Accept Customer Payment - Credit Cards:

14. Close Account:

5 1 - 5 - 5 - 5 1 - 1 -

5 1 - 4 - 4 1 1 4 - 1 - 3 -

- 1 3 - 0 5 - 1 - 1 -

- 3 - 5 5 1 1 -

- 0 - 1 - 3 - 1 1 -

- 5 - 4 - 3 - 5 1 1 2 - 1 -

- 5

15. Accept Survey Input:

16. Accept Appointment Requests:

17. Report An Outage:

18. Report Energy Theft:

- 1 - 5 - 5 - 1 -

- 1 - 4 - 5 - 1 -

- 5 - 1 - 3 - 1 -

- 1 - 1 - 1 - 1 -

- 1 -

- 1 -

- 1 -

- 1 -

-

-

-

-

-

-

-

-

-

-

-

-

- 5 1 5 2 -

- 5 1 1 -

- 2 - 0 5 1 -

- 2 - 0 - 1 -

-

-

-

- 0 - 0 -

- 0 - 0 -

- 5 - 5 -

- 0 -

-

-

-

-

- 5 1 - 4 1 1 -

- 5 1 -

- 1 - 1 -

- 1 -

- 5 - 1 2 1 1 -

- 1 -

-

-

-

-

19. Report Other Gas, Electric or Water Related

20. Home Energy Audit:

21. Report Street Light Problems/Outage:

99. Other:

- 1 - 1 - 1 - 1 - 1 - 3 - 5 - 1 1 - 1 1 1 -

- 1 - 5 - 5 - 1 - 1 - 3 - 5 - 5 - 5 - 1 - 5 - 1 - 1 1 - 1 3 -

3 1 - 4 - 4 - 1 2 - 1 - 2 - 3 5 1 - 5 - 5 - 1 - 1 2 1 1 -

- 0 - 5 - 4 - 1 - 1 0 - 5 - 5 - 0 - 1 - 5 -


Year: 2004


50177

Final Report

141


Automation Level (Cont.)

Connection Between Website and CIS Database

Q: What is the automation level/ connection between website and CIS database? (If CIS is automatically updated with new information or provides real-time answers to

Account access and accept e-mails

E-mail sign-ups online = 5; Online pipeline nominsations/system = N/A

No automation level/connection currently exists

Payment Agreements (5)

Payment Extension

Payment Extension

View Transaction History


Year: 2004


6095

Final Report

141.1

Internet

Use Signature Authentication Via Website


Question

1. Yes:

2. No:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

30.0%

70.0%


Year: 2004


6047

Final Report

142

Internet

Features Included in Customer Registration Process


Question

1. No Customer Registration Process:

2. ID/Passw ord Authentication:

3. Customer Can Set-up a User Profile including Address, E-mail, etc.:

4. Customer is Provided Process for

Passw ord/User Name Retrieval

On-line:

5. Customer Can Update User Profile

Securely and On-line As Needed:

6. Customer Can Identify

Billing/Presentment Preferences:

7. Customer Can Identify

Informational/Service or Product

Notification Desires:

8. ID/Passw ord Selection Tips:

9. FAQs:

10. Home Page Sign In:

11. Remember my Passw ord:

99. Other:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Perc

16.1

80.6

58.1

51.6

58.1

45.2

35.5

38.7

54.8

41.9

16.1

19.4


Year: 2004


100552

Final Report

143


Features Included in Customer Registration Process (Cont.)

Q: What features does your customer registration process have?

allow passw ord reset currently eBill has a registration process currently ebill has a registration process

Customer can enroll multiple accounts under one username/passw ord

Customer can receive e-mail of new bill issued remember by user ID, privacy policy and brow ser / OS requirements


Year: 2004


100561

Final Report

143.1


Types of Functionality Offered on Website

Question

1. No Functionality Beyond

General Information:

2. Personalization:

3. Customer Segmentation

Portals (Res, Comm'l, Regulators,

Language, etc.):

4. Single Sign-in for

Authentication to Use Multiple

Applications:

5. Advanced Search Features:

6. Job Search and Application

Submission:

7. Pricing Plan Calculators:

8. Self-Service

Know ledge-Based Tools:

9. Bill Payment Options:

10. Registration for Classes:

99. Other:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

11.4%

22.9%

51.4%

31.4%

37.1%

82.9%

25.7%

40.0%

80.0%

20.0%

11.4%


Year: 2004


100553

Final Report

144

Internet

Functionality Offered on Website (Cont.)


Q: What types of functionality do you offer on your website?

AMB - Enroll, cancel, inquiry; Automatic Bank Draft; Start/Stop Gas Service; Transfer Gas Service; Request Duplicate Bill; Payment Assistance (LIHEAP); General

Comments/Contact us; Update Information

Business Segmentation, builder/developer, rental property managers

Business; Rental Property

Daily Energy Usage (& estimate daily cost)


Year: 2004


100562

Final Report

144.1


Website Educational Information

Question

1. No Educational Information:

2. Safety:

3. Outage Handling:

4. Deregulation Issues:

5. Alternative Fuels

Transportation:

6. Energy Theft Aw areness:

7. Energy

Efficiency/Conservation:

8. General Pow er Education:

9. Kid Oriented Site:

10. Rate/tariff Information:

99. Other:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

22.9%

88.6%

71.4%

54.3%

65.7%

25.7%

5.7%

94.3%

74.3%

57.1%

71.4%


Year: 2004


2725

Final Report

145


Website Educational Information (Cont.)

Q: What types of educational information are listed on your site?

Builder Services; Consulting Services; Company Profile

Community, Builder Services; Company Information; Customer Assistance Programs

Environment

Environmental commitment information for Seniors, Third party, environmental information

Lighting; Surge Supression; nuclear information

Payment Assistance; How to read your meter; How to read your bill; average monthly billing information; Customer Service Request Info

Tree trimming & tree planting/planning

Various Timely Industry New s


Year: 2004


8169

Final Report

145.1


Type of Customer Support/Help Functionality Offered to

Customers on Website

Question

1. "Web-Chat" Capability (E.G.

Live Chat With Your Company's

Representative Via Chat Room or

IM/ Messaging Function):

2. Posting of Frequently Asked

Questions (FAQs):

3. Interactive Tutorials (eg. "How

To" Using Interactive Media or

Instructions):

4. Posting of Instructions or

Forms For Customers To

View /Print:

5. Calculators For Pricing Plans/

Rate Application:

6. Help Function (eg. Email

Questions/ Issues To A Specific,

Designated Help Desk Function):

99. Other:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

2.9%

79.4%

32.4%

76.5%

32.4%

73.5%

17.6%


Year: 2004


100555

Final Report

146


Customer Support/Help Functionality Offered to Customers on

Website (Cont.)

Q: What type of customer support/ help functionality do you offer customers on your website?

ability to contact the company via email energy assistance programs, senior info

Low er my bill toolkit, spanish team access

Sign-up to receive e-mail notifications

Sign-up to receive e-mail updates

Spanish; Tips to reduce bill


Year: 2004


100563

Final Report

146.1


Customer Segments Served by Functionality

Question

1. No Specific Segments Served:

2. Residential:

3. Commercial and Industrial

(C&I):

4. Key Accounts:

5. Regulators:

6. Foreign Language:

7. 3rd Parties:

8. Small Business:

99. Other:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

2.9%

97.1%

91.4%

34.3%

20.0%

31.4%

54.3%

68.6%

17.1%


Year: 2004


100554

Final Report

147


Customer Segments for Which you Provide Functionality (Cont.)

Q: What specific segments are served by your website?

Investors

Investors, Media, Potential Employees, Retirees

Landlord

Potential clients for utility consulting/outsourcing services

Rental Property Ow ners

Residential Property Managers


Year: 2004


100564

Final Report

147.1


Languages Served by Website

Question

1. English:

2. Spanish:

3. French:

99. Other:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

100.0%

29.4%

0.0%

8.8%


Year: 2004


1000197

Final Report

148


Organizational Location of Internet Team

Question

1. Do not have any designated internet group or team:

2. Information Technology:

3. Public Relations:

4. Customer Service:

5. Operations:

6. Marketing:

99. Other:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

0.0%

45.7%

25.7%

82.9%

8.6%

20.0%

8.6%


Year: 2004


100556

Final Report

149

Internet

Organizational Location of Internet Team (Cont.)


Q: Which organizational location is your internet group a part of?

Communications

Corporate Communications

Corporate Communications


Year: 2004


100565

Final Report

149.1


Method Used to Manage Your Web Content and Usability Metrics

Question

1. Content Management Tracking

Tool:

2. Department Manages All

Content:

3. Content Ow ners Post Their

Ow n Content:

4. Outsource Web Development

Work:

5. Editorial Board or Committee:

99. Other:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

41.2%

64.7%

32.4%

17.6%

11.8%

8.8%


Year: 2004


100557

Final Report

150


Method Used to Manage Your Web Content and Usability Metrics

(Cont.)

Q: How do you manage your web content and usability metrics?

Combination of department managers and content ow ners

Functions are centralized in our corporate communications business unit

Media Relations manages for each department


Year: 2004


100566

Final Report

150.1


Third-Party Review of Website Within the Last 12 Months

Question

1. Yes:

2. No:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

41.2%

58.8%


Year: 2004


100559

Final Report

151


Internet Group Staffing

FTEs Per 100,000 Adjusted Customers

FTEs Per 100,000 Adj. Customers

1.60

1.40

1.20

1.00

0.80

0.60

0.40

0.20

0.00

7

2

3

8

4

9

4

1

1

3

3

8

2

4

3

1

3

0

2

2

3

2

2

5

1

0

3

9

1

4

2

1

6

1

8

2

8

2

6

1

9

4

5

6 4

3

7

2

7

1

7

4

8

4

0

2

2

0

5

1

2

4

7

2

9

3

4

3

1

5

Full-Time FTEs Part-Time FTEs Contractors Other

Source/Calculation: F.17.1/((SUM{A.3}+SUM{A.4}+SUM{A.5}+(SUM{A.6}+SUM{A.7}+SUM{A.8})*2+SUM{A.9}*3)/100000)

Year: 2004



100569

Final Report

152


Charge Internal Clients/Content Owners for Internet/Web

Services

Services are charged for individually (By use, Initiative, Access, etc.)

Q: Do you charge internal clients/ content owners for internet/ web services or are costs covered under corporate services? Please describe your policy in the appropriate

Application changes are part of our business case approval and implementation process. These fees are generally expense to the requesting business unit.

Charge for individual use

Enhancements are charged individually to the appropriate business unit.

Functionality built for individual groups are charged back to, that departement.

Major additions or changes to the structure of the site are charged to indivdual departments based on time and materials used by outsourced service provider.

no

Services are charged for individually, charged by the hours.

Work is prioritized w ithin budgeted amount

Work is priortized w ithin Budget Limits


Year: 2004


100570

Final Report

153


Charge Internal Clients/Content Owners for Internet/Web

Services

Services are covered as part of the Corporate Overhead charges (e.g. Corporate Services)


All part of outsourced IT contract

Charged through internal Services

Corporate Service Company Assessment to each Department

Correct.

Costs are covered at the Corporate Level.

Costs are covered under corporate services

Has to be about our core business

Overall support & maintenance of Web site is covered under, a corporate overhead budget.

Regular maintenance such as ensuring information is provided, is partt of regular fees covered by a central budget and changed by the outsourced service provider.

Services are covered as part of the Corporate Overhead charges.

The generic content in the w eb are ow ned and budgeted in corporate communications.

w e cover cost as overhead w e cover the cost as overhead

X

YES

Yes yes

YES

Yes.


Year: 2004


100910

Final Report

154


Charge Internal Clients/ Content Owners for Internet/Web

Services

Other


"Shared Services" organization for tw o utilities

"Shared Services" organization for tw o utilities

Direct and Business Unit Allocation e-business

M&O covers most client services. Exceptions include specifically-funded projects and programs such as energy efficiency.


Year: 2004


100911

Final Report

155


Method Used to Measure Your Web Traffic and Website Usability

Question

1. Do Not Measure:

2. Website Tracking Tool:

3. Website Analysis Tool:

4. Focus Groups:

5. User Testing:

6. Paper Prototyping:

99. Other:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

2.9%

94.1%

38.2%

32.4%

47.1%

11.8%

2.9%


Year: 2004


100560

Final Report

156


Method Used to Measure Your Web Traffic and Website Usability

(Cont.)

Q: How do you measure your web traffic and website usability?

Independent studies


Year: 2004


100568

Final Report

156.1


E-mail Correspondence Received that was Initiated on the Web


Mean

0.019

Quartile 1

0.062 => 0.026

Quartile 2

0.026 => 0.016

Quartile 3

0.016 => 0.008

Quartile 4

0.008 => 0.002

Email Per Adj. Customer

0.070

0

6

0

.

2

0.060

0.050

0.040

0.030

0.020

0.010

0

4

0

.

2

0

4

0

.

1 0

3

0

.

8

0

.

0

3

7

0

.

0

3

2

0

.

0

2

7

0

2

0

.

2

0

2

0

.

0

0

1

8

.

0 0

1

8

0

.

0

1

0

.

6

0

1

0

.

6

0

1

0

.

6

0

.

0

1

4

0

.

0

1

2

0

1

0

.

1

0

0

9

.

0 0

0

0

.

9

0

0

0

.

8

0

0

0

.

6

0

0

5

0

.

0

0

0

.

4

0

0

0

.

3

0

0

3

0

.

0

0

0

.

2

0.000

6

1

7

4

9

2

6

3

2

2

2

4

3

9

3

4

1

8

1

3

2

8

2

4

7

2

5

2

7

3

0

1

3

8

1

0

8

3

7

2

3

1

6

2

9

4

1

2

0

5

1

2

4

7

4

2

4

5

4

8

2 3

1

5

1

9

4

0

3

1

Source/Calculation: F.20.1/(SUM{A.3}+SUM{A.4}+SUM{A.5}+(SUM{A.6}+SUM{A.7}+SUM{A.8})*2+SUM{A.9}*3)

Year: 2004



50288

Final Report

157

Internet

Most Significant Change or Enhancements Planned

For Services Provided via Website in the Next 2 Years


Q: What are the top two most significant changes or enhancements planned for services provided via your website in the next 2 years?

"My Account" / online billing options additional functionality - real time transactions

Allow new customer sign-up, existing customer disconnect

Automate transfer of service

Automating forms against the back end

Automation of customer transactions

Complete review and revamping of w eb site; details not yet articulated

Consolidation of multiple sites

Customer Service Enhancements

DTE eBill

E-Bill

EBill - EPay

Electronic bill presentment and payment

Expansion of self-services

NEXUS

Outage enhancements

Outage reporting 1st quarter of 05

Outage reporting amd detail on know n outages

Passow rd authentication/reset process

Real-time integration of self service functions

Realtime meter read uploads

Redesign of site.

Re-design of the w ebsite

Redesign phase 1

Reports

Total Redesign by the end of 2005

Usability & Navigation improvements

Usability improvements


Year: 2004


9044

Final Report

158


Second Most Significant Change or Enhancements Planned

For Services Provided via Website in the Next 2 Years

Q: What are the top two most significant changes or enhancements planned for services provided via your website in the next 2 years?

Agency customer account access & commitment processing.

Bill Analysis Tool, Email Mgmt, Chat and Co-Brow sing

Builders page

Continuous business improvement

Creating extranet for contractor/developer/customers

Development of several customer self-serve applications.

Energy Audit June 05 enhanced bill presentment w ith more usage information

Enhancements to Government Services Site, Spanish translation (limited)

First Contact Resolution Studies

First contact resolution studies

NEW ONLINE SOFTWARE

Outage management / reporting systems

Payment Options

Redesign phase 2

Refreshment of graphic designs

Scheduling

Secured sign-on improvement

Spanish enhancements tutorials and detailed search abilities,

Upgraded online billing options

Usability enchancements.

Web-based self service


Year: 2004


6121

Final Report

159


CS Staffing


Pg. 160. (190) Company FTEs per 100,000 Adjusted Customers - By Process

Pg. 161. (191) Company FTEs per 100,000 Customers - By Process

Pg. 162. (192) Company Customer Service Staffing - FTEs per 100,000 Customers

Pg. 163. (193) Company Customer Service Staffing - Per Distribution Rate

Pg. 166. (194) Union Representation - Percent of Customer Service Staff with Union Representation

Pg. 167. (195) Union Representation (Cont.) - Percent of Customer Service Staff with Union Representation

Pg. 168. (196) Contact Center Representatives Pay Rate - Average Hourly Rate

Pg. 169. (197) CIS Maintenance Staff Pay Rate - Average Hourly Rate

Pg. 170. (198) Local Office Representatives Pay Rate - Average Hourly Rate

Pg. 171. (199) Field Service Representative Pay Rate - Average Hourly Rate

Pg. 172. (200) Field Service Dispatcher Pay Rate - Average Hourly Rate

Pg. 173. (201) Meter Reader Pay Rate - Average Hourly Rate

Pg. 174. (202) Payment Processing Clerks Pay Rate - Average Hourly Rate

Pg. 175. (203) Billing Clerks Pay Rate - Average Hourly Rate

Pg. 176. (204) Credit & Collections Office Staff Pay Rate - Average Hourly Rate

Pg. 177. (205) Credit & Collections Field Staff Pay Rate - Average Hourly Rate

Pg. 178. (206) Average Entry-Level Hourly Rate (Excluding Overtime and Benefits) - Contact Center Representatives

Pg. 179. (207) Average Entry-Level Hourly Rate (Excluding Overtime and Benefits) - CIS Maintenance Staff

Pg. 180. (208) Average Entry-Level Hourly Rate (Excluding Overtime and Benefits) - Local Office Representatives

Pg. 181. (209) Average Entry-Level Hourly Rate (Excluding Overtime and Benefits) - Field Service Representatives

Pg. 182. (210) Average Entry-Level Hourly Rate (Excluding Overtime and Benefits) - Field Service Dispatchers

Pg. 183. (211) Average Entry-Level Hourly Rate (Excluding Overtime and Benefits) - Meter Readers

Pg. 184. (212) Average Entry-Level Hourly Rate (Excluding Overtime and Benefits) - Payment Processing Clerks

Pg. 185. (213) Average Entry-Level Hourly Rate (Excluding Overtime and Benefits) - Billing Clerks

Pg. 186. (214) Average Entry-Level Hourly Rate (Excluding Overtime and Benefits) - Credit & Collections Office Staff

Pg. 187. (215) Average Entry-Level Hourly Rate (Excluding Overtime and Benefits) - Credit & Collections Field Staff

Pg. 187.1. (216) Average Entry-Level Hourly Rate (Excluding Overtime and Benefits) - Revenue Protection Staff

Pg. 188. (217) Number of Full-Time Equivalent Employees Acquired Through Overtime -

Pg. 189. (218) Average Turnover Rate for Full-Time CSRs -

Pg. 190. (219) Average Turnover Rate For Part-Time CSRs -

Pg. 191. (220) Average Turnover Rate For Meter Readers -

Pg. 192. (221) Average Turnover Rate For Field Service Reps -

Pg. 193. (222) Average Turnover Rate For Billing -

Pg. 194. (223) Average Turnover Rate For Payment Processsing -

Pg. 195. (224) Average Turnover Rate For Credit Office Staff -

Pg. 196. (225) Average Turnover Rate For Credit Field Staff -


XIV


CS Staffing

(###) Report Viewer Record Number

Pg. 197. (226) Average Turnover Rate For Local Office Reps -

Section Contents


XV

ID Number Used: REGULAR CS Staffing

Company FTEs per 100,000 Adjusted Customers

By Process

Mean

39.6

Quartile 1

17.0 <= 32.6

Quartile 2

32.6 <= 38.1

Quartile 3

38.1 <= 44.7

Quartile 4

44.7 <= 66.8

FTEs per 100k Customer

70.0

60.0

50.0

40.0

30.0

20.0

10.0

0.0

4 8

3

1

4

0

3

2

3

8

2

6

4

9

1

4

1

2

3

2

7

6

3

9

1

7

3

0

7

2

2

1

3

1

8

2

5

4

5

2

1

0

2

8

1

6

1

2

2

4

4

8

3

7

3

4

4

7

5

4

2

2

9

3

1

5

1

9

Call Center

Metering

Field Service

Billing

Payment Services


Energy Theft & Revenue Protection

Account Management

CS Support

Source/Calculation: (SUM{G.2})/((SUM{A.3}+SUM{A.4}+SUM{A.5}+(SUM{A.6}+SUM{A.7}+SUM{A.8})*2+SUM{A.9}*3)/100000)

Year: 2004



50323

Final Report

160

ID Number Used: Regular CS Staffing

Company FTEs per 100,000 Customers

By Process

Mean

42.6

Quartile 1

17.0 <= 34.6

Quartile 2

34.6 <= 40.5

Quartile 3

40.5 <= 49.1

Quartile 4

49.1 <= 79.6

FTEs per 100k Customer

80.0

70.0

60.0

50.0

40.0

30.0

20.0

10.0

0.0

4 8

4

0

3

2

4

9

2

7

1

2

3

4

1

1

3

1

7

6

3

0

3

9

3

1

2

5

1

8

4

5

2

2

8

3

8

2

6

2

4

1

2

1

6

1

0

4

8

7

2

2

4

7

3

4

3

7

5

4

2

2

9

3

1

5

1

9

Call Center

Metering Activities

Field Service

Billing

Payment Services


Energy Theft/Revenue Protection

Consumer Affairs

Account Management

CIS

Source/Calculation: (SUM{G.2})/((SUM{A.3}+SUM{A.4}+SUM{A.5}+SUM{A.6}+SUM{A.7}+SUM{A.8}+SUM{A.9})/100000)

Year: 2004



9210

Final Report

161


Company Customer Service Staffing

FTEs per 100,000 Customers

Mean

43

Quartile 1

7 <= 35

Quartile 2

35 <= 41

Quartile 3

41 <= 51

Quartile 4

51 <= 81

FTEs per 100K Customers

90

80

70

60

50

40

30

20

10

3

8

7

.

.

9

1

6

8

.

6

2

1

9

2

7

.

2

1

.

4

2

7

9

.

8

2

3

2

3

4

.

3

0

.

7

1

3

4

.

2

2

3

5

.

5

3

5

2

.

0

3

7

7

.

6

3

3

7

.

7

3

7

4

3

2

9

8

.

.

3

8

3

8 .

8

4

0

7

.

1

4

1

1

.

6

4

1

5

.

9

4

2

8

4

4

.

5

0

.

2

4

5

2

.

3

4

7

1

.

5

4

7

8

.

2

5

1

1

.

2

5

3

7

.

9

5

4

3

.

1

5

6

6

5

3

3

9

.

.

2

6

0

7

.

2

6

2

5

.

2

6

6

6

.

7

6

6

8

.

4

8

1

5

0

2

0

4 8

4

0

3

2

4

9

1

4

1

2

3

2

7

6

3

9

1

7

3

1

3

0

1

3

1

8

2

5

4

5

2

2

8

2

6

3

8

1

2

2

4

1

6

4

8

1

0

7

2

2

3

4

4

7

3

7

5

4

2

2

9

3

1

5

1

9

Source/Calculation: (SUM{G.2}+SUM{G.3}+SUM{G.4}+SUM{G.5}+SUM{G.6}+SUM{G.7}+SUM{G.8}+SUM{G.10}+SUM{G.9})/((SUM{A.3}+SUM{A.4}+SUM{A.5}+SUM{A.6}+SUM{

A.7}+SUM{A.8}+SUM{A.9})/100000)

Year: 2004

1828


Final Report

162


Company Customer Service Staffing

Per Distribution Rate

Mean

41

Quartile 1

1 <= 8

Quartile 2

8 <= 17

Quartile 3

17 <= 46

Quartile 4

46 <= 434

FTEs per Distribution Rate

450

3

.

4

3

6

6

400

350

300

250

200

150

100

50

1

.

0

4

0

4

8

2

5

2

.

4

2

2

.

9

3

1

1

5

.

4

2

5

.

2 4

1

7

1

6

2

5

6

.

5

6

7

.

7

2

7

.

7

6

7

.

3

8

3

2

2

7

2

8

.

1

4

1

0

.

2

1

2

8

.

6

1

3

4

2

4

1 8

.

1

1

7

5

.

6

4

1

9

2

0

.

5

2

.

3

8

2

6

3

0

.

2

1

.

9

3

2

6

.

5

5

4

5

.

7

5

1

3

.

5

5

2

1

.

4

6

1

0

6

9

.

3

5

7

8

.

1

2

3

4

3

0

1

3

6

3

1

2

6

2

2

4

7

2

3

7

4

1

3

7

2

0

1

0

5

1

2

4

2

4

5

3

9

2

9

4

9

3

1

5

1

9

4

0

1

8

Source/Calculation: (SUM{G.2}+SUM{G.3}+SUM{G.4}+SUM{G.5}+SUM{G.6}+SUM{G.7}+SUM{G.8}+SUM{G.9}+SUM{G.10})/SUM{AY.2}

Year: 2004


1000333

Final Report

163


Union Representation

Percent of Customer Service Staff with Union Representation

Question

1 2 3 4 5 6 7 8

1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9

1. Customer Service

Representatives:

2. Field Service Representatives: 1

0

0

%

3. Field Service Dispatchers:

1

0

0

%

9

5

%

-

-

-

0

%

-

0

%

-

0

%

-

4. Meter Readers:

5. Bill Clerks:

6. Payment Processing Clerks:

1

0

0

%

1

0

0

%

0

%

1

0

-

1

0

0

%

6

9

%

-

-

-

0

%

-

0

%

0

%

-

-

0

%

1

0

0

%

0

%

1

0

0

%

0

%

0

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

0

%

1

0

0

%

1

0

0

%

0

%

0

%

0

%

1

0

0

%

1

0

0

%

0

%

1

0

1

0

0

%

1

0

0

%

1

0

0

%

0

%

0

%

1

0

0

%

8

1

%

1

0

0

%

0

%

0

%

0

%

0

%

0

%

0

%

0

%

-

-

-

-

-

-

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

9

3

%

6

5

%

1

0

0

%

1

0

0

%

0

%

-

-

-

-

-

-

4

5

%

-

-

-

-

-

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

-

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

0

%

1

0

0

%

0

%

1

0

0

%

0

%

0

%

1

1

%

5

%

4

7

%

8

8

%

-

0

%

1

0

0

%

1

0

0

%

0

%

1

0

1

0

0

%

1

0

0

%

1

0

0

%

-

-

-

-

0

%

-

-

0

%

0

%

0

%

-

-

-

-

0

%

5

0

%

1

0

0

%

8

0

%

0

%

8

0

%

1

0

0

%

8

0

%

0

%

5

0

%

0

%

5

0

%

7

6

%

8

0

%

1

0

0

%

1

0

0

%

1

0

0

%

0

%

0

%

-

-

1

0

0

%

5

%

0

%

0

%

0

%

0

%

0

%

0

%

0

%

1

0

0

%

1

0

0

%

0

%

1

0

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

-

-

-

-

-

-

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

-

-

1

0

0

%

1

0

0

%

1

0

0

%

7

0

%

9

4

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

Average

61%

91%

74%

76%

64%

54%

Source/Calculation: G.11.1

Year: 2004


455

Final Report

166


Union Representation (Cont.)

Percent of Customer Service Staff with Union Representation

Question

1 2 3 4 5 6 7 8

1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9

7. Local Office:

8. Credit And Collections (Office

Staff):

9. Credit And Collections (Field

Staff):

10. Revenue Protection Staff:

-

-

1

0

0

%

-

1

0

0

%

-

0

%

-

-

-

0

%

0

%

0

%

-

0

%

-

-

-

0

%

0

%

0

%

1

0

0

%

1

0

0

%

1

0

0

%

0

%

0

%

-

0

%

-

-

0

%

1

0

0

%

0

%

1

0

1

0

0

%

0

%

0

%

0

%

0

%

8

1

%

0

%

-

0

%

-

-

-

-

11. CIS Technicians:

-

8

0

%

-

0

%

-

0

%

0

%

0

%

0

%

-

0

%

-

4

0

%

7

0

%

1

0

0

%

0

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

0

%

1

0

0

%

-

-

-

-

-

-

-

-

-

-

0

%

0

%

-

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

0

%

1

0

0

%

1

0

0

%

1

0

0

%

0

%

0

%

1

0

0

%

6

1

%

1

0

0

%

0

%

4

1

%

0

%

0

%

0

%

0

%

0

%

-

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

-

0

%

1

0

1

0

0

%

0

%

-

-

-

-

-

-

-

0

%

0

%

0

%

0

%

0

%

-

-

-

-

5

0

%

0

%

7

5

%

0

%

0

%

0

%

0

%

0

%

-

-

-

-

-

1

0

0

%

0

%

1

0

0

%

8

0

%

-

1

0

0

%

7

0

%

7

5

%

2

5

%

0

%

0

%

1

0

0

%

0

%

0

%

0

%

1

0

0

%

0

%

1

0

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

-

-

-

-

-

-

-

6

7

%

1

0

0

%

0

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

-

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

-

0

%

1

0

0

%

0

%

Average

53%

54%

78%

45%

20%


Year: 2004


5590

Final Report

167


Contact Center Representatives Pay Rate

Average Hourly Rate

Mean

$18.78

Avg. Hourly Rate

$30.00

$25.00

$20.00

$15.00

3

.

$

1

2

0

3

.

$

1

4

1

$

1

4

.

2

0

4

.

$

1

6

7

$

1

5

.

0

6

$

.

5

6

1

5

$

1

6

.

0

0

6

.

1

6

$

1

$

.

2

1

6

6

.

8

6

$

1

6

.

0

5

$

1

7

.

0

9

$

1

7

8

.

$

1

5

4

8

.

$

1

6

0

$

.

9

1

8

5

9

.

$

1

3

6

.

4

3

$

1

9

9

.

$

1

9

8

0

.

$

2

0

0

0

.

$

2

7

5

0

.

$

2

8

5

2

.

$

2

3

5

$

2

2

.

6

0

3

.

$

2

0

0

$

.

4

2

4

6

.

6

0

$

2

4

4

.

$

2

8

0

6

.

$

2

0

0

6

.

$

2

3

1

$10.00

$

4

1

7

.

$5.00

$0.00

4

1

3

0

3

9

2

8

2

1

3

3

2

4

5

2

5

2

4

1

6

1

2

2

0

1

4

7

1

8

3

8

4

0

3

7

3

4

Utilities

2

7

4

8

8

4

9

7

2

6

1

7

2

3

2

2

1

0

5

4

2

2

9

3

1

5

1

9

6 4

3

1


Year: 2004

®US, Dollars

51


Final Report

168


CIS Maintenance Staff Pay Rate


Mean

$30.65

Avg. Hourly Rate

$45.00

$40.00

$35.00

$30.00

$25.00

2

.

$

2

4

0

6

.

$

2

3

6

7

.

$

2

4

2

8

.

$

2

4

9

9

.

$

2

5

1

0

.

$

3

0

1

4

.

$

3

0

0

5

.

8

3

$

3

.

5

0

$

3

6

8

.

6

$

3

0

0

.

$

4

0

0

2

.

$

4

4

1

$20.00

$15.00

$10.00

$

6

.

8

8

$5.00

$0.00

4

1

1

7

2

8

2

4

7

2

7

1

6

1

0

4

5

4

2

3

8

8

2

2

7 4

2

3

1

8

1

3

2

5

3

0

6

4

0

1

9

1

5

3

1

4

8

2

0

2

4

4

9

3

2

2

6

3

4

2

9

3

9

1

2

1 5

3

7

3


Year: 2004

®US, Dollars

50241


Final Report

169


Local Office Representatives Pay Rate


Mean

$20.16

Avg. Hourly Rate

$30.00

$25.00

$20.00

$15.00

$10.00

.

8

$

8

8

4

.

$

1

3

7

.

3

9

$

1

5

7

.

$

1

0

5

5

0

8

.

$

1

.

6

0

$

1

8

9

.

6

6

$

1

0

.

$

2

0

0

0

.

$

2

1

8

0

.

$

2

7

5

1

.

$

2

5

5

2

.

$

2

4

9

2

.

$

2

8

0

5

9

3

.

$

2

.

0

0

$

2

5

5

.

$

2

7

0

8

.

$

2

2

5

$5.00

$0.00

4

1

4

2

2

2

8

3

8

4

7

4

8

3

4

3

7

2

7

2

5

4

9

2

4

1

7

7

1

6

2

2

8 4

2

3

1

8

1

3

3

0

6

4

0

1

9

3

1

3

2

0

3

2

2

6

2

9

3

9

4

5

1

2

1 5

1

0

1

5


Year: 2004

®US, Dollars

9221


Final Report

170


Field Service Representative Pay Rate


Mean

$22.98

Avg. Hourly Rate

$35.00

$30.00

$25.00

$20.00

6

.

$

1

0

1

6

.

$

1

4

2

8

.

$

1

0

0

.

3

2

$

1

8

9

.

$

1

4

9

.

9

1

$

1

9

0

.

$

2

1

8

$

.

5

6

2

0

1

.

$

2

0

0

1

.

8

5

$

2

$

.

7

2

3

2

4

.

$

2

0

0

4

.

$

2

1

3

$

2

4

.

7

6

5

.

$

2

1

8

.

5

1

$

2

5

2

4

6

.

$

2

7

9

7

.

$

2

$

2

8

.

7

6

9

.

$

2

2

4

0

.

$

3

0

1

0

.

$

3

6

2

0

.

$

3

8

4

$15.00

$10.00

.

9

$

8

7

$5.00

$0.00

4

1

1

3

4

2

3

4

3

2

1

2

1

7

4

0

2

4

8

2

8

3

7

4

5

2

7

1

8

2

4

1

2

6

2

3

1

0

Utilities

8 7

1

6

2

2

2

0

5

4

7

3

9

2

9

4

9

3

8

3

1

5

1

9

6

3

0

2

5

4

3

1


Year: 2004

®US, Dollars

133


Final Report

171


Field Service Dispatcher Pay Rate


Mean

$22.92

Avg. Hourly Rate

$35.00

$30.00

$25.00

$20.00

$15.00

$

1

0

.

5

4

$10.00

$

.

2

1

6

6

$

.

0

1

7

0

7

.

$

1

5

1

.

9

5

$

1

7

9

.

$

1

7

5

$

.

0

2

0

0

$

.

0

2

0

3

1

.

$

2

0

0

2

.

$

2

0

4

3

.

$

2

4

4

4

.

$

2

0

5

4

.

$

2

9

7

5

.

$

2

1

1

.

4

2

$

2

5

6

.

$

2

6

5

8

.

$

2

1

3

8

.

$

2

7

6

$

.

9

2

8

4

0

.

$

3

5

7

3

.

$

3

2

5

$5.00

$0.00

4

1

2

4

3

4

4

2

1

3

3

2

4

5

1

2

4

8

2

7

1

8

4

0

3

7

1

7

2

6

1

6

2

8

1

0

7

2

2

8 2 4

2

3

2

5

3

0

6

1

9

3

1

3

2

0

3

8

4

9

2

9

3

9

4

7

1 5

1

5


Year: 2004

®US, Dollars

9219


Final Report

172


Meter Reader Pay Rate


Mean

$17.11

Avg. Hourly Rate

$25.00

$20.00

$15.00

1

.

$

1

5

0

$

.

4

0

1

2

4

5

2

.

$

1

3

.

$

1

8

7

3

.

$

1

8

8

4

.

$

1

3

1

5

.

$

1

4

3

5

.

$

1

5

7

5

.

$

1

6

7

6

.

$

1

7

9

0

0

7

.

$

1

$

.

5

1

7

0

7

.

$

1

7

3

7

.

9

0

$

1

$

1

8

.

2

5

8

.

6

1

$

1

$

.

6

1

8

5

$

1

8

.

6

9

.

5

5

$

1

9 .

1

9

$

2

0

0

.

$

2

8

5

1

.

$

2

7

4

2

.

$

2

8

4

3

.

$

2

5

0

.

5

$

2

4

5

$10.00

$5.00

.

3

$

5

5

$0.00

4

1

1

2

4

2

3

0

3

7

2

8

4

9

3

8

2

3

4

7

3

4

4

8

1

8

1

0

7

4

5

2

4

2

5

2

1

6

Utilities

1

2

6

1

7

4

0

2

7

2

2

2

0

5

3

9

2

9

3

2

8 3

1

5

1

9

6

1

3

4

3

1


Year: 2004

®US, Dollars

163


Final Report

173


Payment Processing Clerks Pay Rate


Mean

$16.94

Avg. Hourly Rate

$25.00

$20.00

$15.00

.

0

0

$

1

2

.

0

0

$

1

2

$

.

2

1

3

1

$

1

3

.

6

6

$

.

7

1

3

6

$

.

2

1

4

7

4

.

$

1

7

5

8

9

4

.

$

1

5

.

$

1

0

0

5

.

$

1

6

3

5

.

$

1

8

0

7

.

$

1

8

0

8

.

$

1

9

3

.

2

3

$

1

9

9

.

$

1

4

1

9

.

8

$

1

5

.

2

5

$

2

0 0

.

$

2

3

7

.

3

3

$

2

1 2

.

$

2

0

0

2

.

$

2

1

5

2

.

2

$

2

4

2

.

$

2

2

6

$10.00

$

5

.

8

6

$5.00

$0.00

4

1

1

8

3

2

1

3

3

7

3

0

2

5

7

4

7

4

5

2

4

2

8

2

4

1

0

1

6

1

7

3

4

2

2

1

2

3

8

4

9

2

3

2

6

2

8

2

0

5 1

3

9

2

9

4

8

3

1

5

1

9

4

0

2

7

6 4

3

1


Year: 2004


1994

Final Report

174


Billing Clerks Pay Rate


Mean

$19.51

Avg. Hourly Rate

$30.00

$25.00

$20.00

$15.00

$10.00

$

0

5

8

.

.

1

8

$

1

3

5

.

$

1

2

4

.

3

2

$

1

5

5

.

$

1

8

6

6

.

$

1

1

3

6

.

$

1

7

4

$

.

8

1

6

9

7

.

4

5

$

1

8

.

$

1

5

0

8

.

$

1

6

0

$

.

9

1

8

7

9

.

$

1

4

1

9

.

$

1

4

7

.

8

2

$

1

9

0

.

$

2

2

2

0

.

$

2

2

5

.

4

9

$

2

0

$

2

0

.

8

0

$

.

0

2

1

0

$

.

7

2

1

0

.

2

6

$

2

2

$

2

2

.

3

4

$

2

3

.

2

9

8

2

3

.

$

2

8

3

3

.

$

2

7

.

$

2

0

0

$

2

9

.

7

7

$5.00

$0.00

4

1

3

0

1

3

2

2

1

3

4

5

2

8

4

2

1

0

4

7

3

8

1

6

1

2

2

4

2

7

3

4

8

2

5

4

8

Utilities

7

2

6

4

9

3

7

1

8

1

7

2

2

2

3

2

0

5

3

9

2

9

3

1

5

1

9

4

0

6 4

3

1


Year: 2004

®US, Dollars

225


Final Report

175


Credit & Collections Office Staff Pay Rate


Mean

$20.47

Avg. Hourly Rate

$50.00

6

.

$

4

0

0

$45.00

$40.00

$35.00

$30.00

$25.00

$20.00

$15.00

$10.00

.

1

3

$

6

$5.00

2

.

$

1

5

0

5

.

$

1

5

7

6

.

$

1

2

3

7

.

0

5

$

1

7

.

$

1

6

8

7

.

$

1

7

0

8

.

$

1

3

4

8

.

5

0

$

1

9

.

$

1

4

1

0

.

$

2

5

7

0

.

$

2

7

6

0

.

$

2

8

4

0

.

$

2

9

6

1

.

$

2

0

0

2

3

1

.

$

2

1

.

$

2

7

9

.

8

0

$

2

2 .

1

3

$

2

4

5

.

$

2

0

0

$

2

6

.

2

5

$0.00

4

1

3

2

1

8

1

3

2

8

3

8

4

0

4

7

1

0

1

6

2

7

4

5

2

6

2

4

8

7

3

4

2

4

1

7

2

2

4

9

3

7

8 4

2

3

2

5

3

0

6

1

9

3

1

3

2

0

2

9

3

9

4

2

1

2

1 5

1

5


Year: 2004

®US, Dollars

9220


Final Report

176


Credit & Collections Field Staff Pay Rate


Mean

$22.17

Avg. Hourly Rate

$35.00

$30.00

$25.00

$20.00

$

1

6

.

1

4

7

.

$

1

3

4

8

.

6

5

$

1

8

.

$

1

8

9

$

1

9

.

4

9

0

.

$

2

6

9

1

.

$

2

3

7

1

.

$

2

7

5

1

.

$

2

8

5

2

.

$

2

1

4

2

.

$

2

1

7

2

.

$

2

7

3

$

.

7

7

2

3

3

.

$

2

9

8

4

.

$

2

1

3

4

.

$

2

1

9

4

.

$

2

7

6

$

2

5

.

1

8

6

.

$

2

4

4

0

.

$

3

8

4

2

.

$

3

4

1

$15.00

$10.00

$

8

8

8

.

$5.00

$0.00

4

1

3

8

4

7

2

5

3

4

1

2

3

7

3

2

4

5

2

8

2

4

0

1

2

6

1

0

2

7

7

1

8

2

4

1

7

2

2

1

6

4

8

4

2

3

1

3

3

0

6

1

9

3

1

3

2

0

8

4

9

2

9

3

9

4

2

5

1

5


Year: 2004

®US, Dollars

50240


Final Report

177


Average Entry-Level Hourly Rate (Excluding Overtime and

Benefits)

Contact Center Representatives

Mean

14.42

Quartile 1

6.95 <= 12.08

Quartile 2

12.08 <= 14.47

Hourly Rate

Quartile 3

14.47 <= 16.52

Quartile 4

16.52 <= 23.03

25.00

20.00

15.00

10.00

9

5

6

.

7

5

9

.

.

5

0

1

0

.

7

1

0

0

.

9

1

0

0

.

0

5

1

1

.

0

1

2

0

1

0

1

2

.

.

2

1

2

8

.

3

1

2

5

.

4

1

2

2

.

4

5

1

2 .

0

5

1

3

.

0

1

4

0

.

2

4

1

4

1

6

9

4

.

.

7

6

1

4

.

8

1

4

6

.

0

1

5

0

1

2

3

5

.

1

5

.

5

9

1

2

9

6

.

.

5

1

6

9

.

7

1

6

0

.

1

1

7

9

1

4

0

8

.

.

1

8

1

9

.

5

2

1

9

.

0

2

1

0

.

0

2

3

3

5.00

0.00

4

1

3

0

2

5

2

8

2

3

2

2

4

3

9

1

2

8

1

3

3

8

2

0

4

5

1

8

2

6

1

6

4

7

4

8

7

1

0

3

4

1

2

7

4

0

3

7

2

3

4

9

2

2

1

7

5

4

2

2

9

3

1

5

1

9

6 4

3

1


Year: 2004


100579

Final Report

178



Benefits)

CIS Maintenance Staff

Mean

$20.12

Quartile 1

$4.88 <= $18.37

Hourly Rate

Quartile 2

$18.37 <= $20.97

Quartile 3

$20.97 <= $23.53

Quartile 4

$23.53 <= $26.97

$30.00

$25.00

$20.00

6

.

7

0

$

1

2

4

8

.

$

1

.

3

7

$

1

8

8

.

$

1

4

8

0

.

8

5

$

2

0

.

$

2

9

7

1

.

$

2

0

4

2

.

$

2

5

0

3

.

$

2

5

3

0

0

4

.

$

2

5

.

$

2

0

0

6

.

$

2

9

7

$15.00

$10.00

$5.00

$

4

.

8

8

$0.00

4

1

2

7

4

7

1

6

2

8

4

5

3

8

1

7

1

0

2

2

3

8

2

2

4

3

2

2

6

3

4

2

9

3

9

4

2

1

2

1 5

3

7

4

9

3

1

2

4

1

8

1

3

2

5

3

0

6

4

0

1

9

1

5

3

4

8

7

2

0


Year: 2004

®US, Dollars

100588


Final Report

179



Benefits)

Local Office Representatives

Mean

$15.34

Quartile 1

$7.66 <= $14.24

Quartile 2

$14.24 <= $15.12

Hourly Rate

Quartile 3

$15.12 <= $17.08

Quartile 4

$17.08 <= $22.08

$25.00

$20.00

$15.00

$10.00

.

6

6

$

7

1

.

$

1

1

1

$

1

2

.

2

6

4

.

$

1

0

3

$

1

4

.

8

6

4

.

$

1

8

8

5

.

$

1

0

0

2

3

5

.

$

1

2

9

6

.

$

1

6

.

$

1

7

0

7

.

$

1

2

0

7

.

$

1

7

0

9

.

$

1

8

0

2

.

$

2

0

8

$5.00

$0.00

4

1

3

8

2

4

2

8

4

7

3

7

4

8

7

3

4

2

7

2

2

4

9

1

6

1

7

8 4

2

3

1

8

1

3

2

5

3

0

6

4

0

1

9

1

5

3

1

2

2

0

3

2

2

6

2

9

3

9

4

5

4

2

1

2

1 5

1

0

3


Year: 2004


100580

Final Report

180



Benefits)

Field Service Representatives

Mean

$18.14

Quartile 1

$8.52 <= $16.25

Quartile 2

$16.25 <= $17.22

Hourly Rate

Quartile 3

$17.22 <= $20.70

Quartile 4

$20.70 <= $25.95

$30.00

$25.00

$20.00

$15.00

$10.00

.

5

$

8

2

2

.

3

8

$

1

$

1

3

.

9

1

7

5

5

.

$

1

6

.

$

1

0

0

$

1

6

.

2

3

$

.

2

1

6

9

.

4

5

$

1

6 6

.

5

$

1

5

6

.

$

1

7

2

.

0

8

$

1

7

$

1

7

.

3

5

8

.

$

1

0

9

8

.

$

1

4

1

.

0

1

$

1

9

9

.

$

1

7

3

1

.

0

$

2

2

1

.

$

2

6

1

1

.

6

$

2

6

$

.

5

2

4

9

5

.

$

2

7

0

5

.

$

2

9

5

$5.00

$0.00

4

1

1

3

1

2

2

6

4

8

3

7

3

4

1

6

2

8

4

0

7

4

7

4

5

2

7

1

7

2

1

0

1

1

8

2

4

2

3

2

2

3

8

4

2

5

3

0

6

1

9

1

5

3

1

8

2

0

4

9

3

2

2

9

3

9

4

2

5 3


Year: 2004

®US, Dollars

100581


Final Report

181



Benefits)

Field Service Dispatchers

Mean

$18.30

Quartile 1

$8.05 <= $14.81

Hourly Rate

Quartile 2

$14.81 <= $16.12

Quartile 3

$16.12 <= $23.52

Quartile 4

$23.52 <= $30.57

$35.00

$30.00

$25.00

$20.00

$15.00

$10.00

$

8

.

0

5

1

.

9

3

$

1

3

.

$

1

6

6

.

6

6

$

1

4 4

.

$

1

7

5

5

.

0

0

$

1

$

.

2

1

5

5

.

4

5

$

1

5

$

.

9

1

5

7

6

.

$

1

2

6

6

.

$

1

2

9

$

1

8

.

7

5

2

.

$

2

5

8

3

.

$

2

8

3

3

.

$

2

9

8

.

3

6

$

2

4

$

2

8

.

1

5

0

.

5

7

$

3

$5.00

$0.00

4

1

1

2

1

3

3

2

4

5

4

8

2

6

2

7

1

8

2

4

3

4

1

6

4

0

1

7

1

0

3

7

2

8

2

2

7 4

2

3

2

5

3

0

6

1

9

1

5

3

3

1

8

2

0

3

8

4

9

2

9

3

9

4

2

4

7

1 5 2


Year: 2004

®US, Dollars

100582


Final Report

182



Benefits)

Meter Readers

Mean

$13.99

Quartile 1

$5.18 <= $11.67

Hourly Rate

Quartile 2

$11.67 <= $13.06

Quartile 3

$13.06 <= $17.41

Quartile 4

$17.41 <= $20.57

$25.00

$20.00

$15.00

$10.00

$5.00

.

1

8

$

5

.

7

$

9

5

4

1

0

.

$

1

.

5

0

$

1

0

0

.

7

2

$

1

9

5

0

.

$

1

1

.

$

1

6

7

1

.

$

1

7

7

$

.

5

1

2

0

$

.

5

1

2

0

5

8

2

.

$

1

3

.

$

1

0

0

$

1

3

.

0

6

3

.

$

1

8

7

4

.

$

1

3

1

4

.

$

1

4

7

5

.

$

1

0

0

7

.

$

1

1

4

.

4

1

$

1

7

7

.

$

1

7

3

7

.

$

1

7

6

.

9

4

$

1

7

8

.

$

1

6

1

0

.

$

2

3

5

0

.

5

7

$

2

$0.00

4

1

3

0

2

8

1

2

7

4

9

3

7

3

8

2

6

1

8

4

7

2

4

2

3

4

5

1

6

3

4

4

8

2

2

2

7

1

0

2

2

5

1

4

0

1

7

2

0

5

4

2

3

9

2

9

3

2

8 3

1

5

1

9

6

1

3

4

3

1


Year: 2004


100583

Final Report

183



Benefits)

Payment Processing Clerks

Mean

$12.31

Quartile 1

$5.56 <= $10.03

Hourly Rate

Quartile 2

$10.03 <= $11.57

Quartile 3

$11.57 <= $13.36

Quartile 4

$13.36 <= $20.00

$16.00

$14.00

$12.00

$10.00

$20.00

$18.00

.

6

$

8

0

$

9

.

7

5

$

.

0

1

0

0

$

.

0

1

0

0

0

3

0

.

$

1

.

1

0

$

1

0

.

1

0

$

1

0

.

9

6

$

1

0

.

2

5

$

1

1

.

5

7

$

1

1

7

5

1

.

$

1

.

8

0

$

1

1

1

.

$

1

9

2

$

.

5

1

2

8

3

.

$

1

3

6

6

.

3

5

$

1

6

.

$

1

6

1

7

.

$

1

4

6

8

.

$

1

7

8

.

0

0

$

2

0

$8.00

$6.00

.

5

$

5

6

$4.00

$2.00

$0.00

4

1

1

3

3

0

3

2

1

8

7 2

3

7

1

6

2

5

4

5

2

4

1

2

2

2

4

7

2

6

1

0

4

9

3

4

1

7

3

8

4

8

4

2

3

6

2

7

4

0

1

9

3

1

3

2

8

8

2

9

3

9

4

2

1 5

2

0

1

5


Year: 2004

®US, Dollars

100584


Final Report

184



Benefits)

Billing Clerks

Mean

$15.44

Quartile 1

$5.84 <= $13.69

Quartile 2

$13.69 <= $14.61

Quartile 3

$14.61 <= $16.67

Quartile 4

$16.67 <= $28.68

Hourly Rate

$30.00

$25.00

$20.00

$15.00

$10.00

.

8

4

$

5

$5.00

0

.

$

1

2

6

5

8

0

.

$

1

1

.

1

0

$

1

$

1

2

.

1

5

$

1

3

.

3

6

$

.

6

1

3

9

$

.

7

5

1

3

3

.

$

1

9

8

4

.

$

1

1

3

4

.

$

1

1

8

$

.

3

1

4

6

4

.

$

1

6

1

4

.

8

6

$

1

$

.

0

1

5

0

5

.

$

1

4

0

5

.

$

1

9

3

5

.

$

1

9

3

6

.

$

1

6

7

7

.

$

1

4

6

8

.

$

1

5

0

0

.

3

$

2

8

2

.

$

2

3

4

2

.

$

2

8

7

8

.

6

8

$

2

$0.00

4

1

1

3

2

5

3

0

1

6

2

6

1

1

2

7

2

7

2

8

2

4

8

4

7

4

8

3

8

3

2

1

8

4

5

3

4

1

0

2

2

4

9

1

7

2

3

2

0

3

7

5

4

2

3

9

2

9

2 3

1

5

1

9

4

0

6 4

3

1


Year: 2004

®US, Dollars

100585


Final Report

185



Benefits)

Credit & Collections Office Staff

Mean

$15.99

Quartile 1

$5.14 <= $12.50

Quartile 2

$12.50 <= $14.13

Hourly Rate

Quartile 3

$14.13 <= $18.34

Quartile 4

$18.34 <= $42.00

$45.00

2

.

$

4

0

0

$40.00

$35.00

$30.00

$25.00

$20.00

$15.00

$10.00

.

1

$

5

4

$5.00

.

2

6

$

1

0

1

.

$

1

7

1

.

1

5

$

1

2 2

.

$

1

2

6

2

.

$

1

5

0

2

.

$

1

5

1

.

6

8

$

1

3

0

1

4

.

$

1

0

3

4

.

$

1

.

1

3

$

1

4

$

.

8

6

1

4

.

0

0

$

1

5

6

.

5

4

$

1

7

.

$

1

1

1

8

.

3

4

$

1

8

.

$

1

5

6

7

9

8

.

$

1

9

.

$

1

5

2

$

2

2

.

7

8

$0.00

4

1

1

3

7

1

6

2

4

1

8

2

6

1

0

4

5

2

8

2

7

4

7

4

8

4

0

2

3

8

2

2

3

4

4

9

1

7

3

7

8 4

2

3

2

5

3

0

6

1

9

3

1

3

2

0

3

2

2

9

3

9

4

2

1

2

1 5

1

5


Year: 2004

®US, Dollars

100586


Final Report

186



Benefits)

Credit & Collections Field Staff

Mean

$18.26

Quartile 1

$7.67 <= $14.86

Quartile 2

$14.86 <= $17.94

Hourly Rate

Quartile 3

$17.94 <= $21.03

Quartile 4

$21.03 <= $28.78

$30.00

$25.00

$20.00

$15.00

$

1

2

.

6

3

3

.

$

1

3

7

$

1

3

.

9

1

4

.

$

1

2

7

4

.

8

6

$

1

6

.

$

1

2

1

$

.

2

1

6

9

6

.

5

$

1

5

.

0

8

$

1

7

7

.

$

1

9

4

8

.

$

1

4

1

9

.

$

1

0

4

9

.

$

1

1

5

9

.

$

1

2

3

$

2

1

.

0

3

1

.

6

$

2

6

$

.

5

2

4

9

4

.

$

2

8

8

5

.

$

2

9

5

8

.

$

2

7

8

$10.00

.

6

7

$

7

$5.00

$0.00

4

1

3

8

7

1

2

2

6

4

7

3

7

3

4

2

8

4

5

2

5

2

7

2

4

0

1

0

1

1

8

2

4

1

7

2

2

1

6

4

8

4

2

3

1

3

3

0

6

1

9

3

1

3

2

0

8

4

9

3

2

2

9

3

9

4

2

5

1

5


Year: 2004

®US, Dollars

100587


Final Report

187



Benefits)

Revenue Protection Staff

Mean

$19.58

Quartile 1

$5.80 <= $16.96

Hourly Rate

Quartile 2

$16.96 <= $20.49

Quartile 3

$20.49 <= $23.73

Quartile 4

$23.73 <= $29.41

$30.00

$25.00

0

.

$

2

4

4

0

.

$

2

4

9

3

.

$

2

1

5

.

3

0

$

2

4

9

.

$

2

4

1

$20.00

$15.00

3

.

$

1

4

7

$10.00

.

8

$

5

0

$5.00

$0.00

4

1

1

3

4

7

2

4

1

7

2

2

1

6

2

7

3

1

4

8

2 3

1

5

7

4

0

3

8

6

3

0

2

5

1

8

2

3

4

1

9

4

5

2

0

3

7

1

0

5 1 8

4

2

2

8

3

9

2

9

3

4

2

6

3

2

4

9

1

2


Year: 2004

®US, Dollars

1000709


Final Report

187.1


Number of Full-Time Equivalent Employees Acquired Through

Overtime

Question

1. Call Center:

2. Business Call Center:

3. Credit Call Center:

4. Field Service:

5. Meter Reading:

6. Billing:

7. Payment Services:


9. Revenue Protection:

1 2 3 4 5 6 7 8

1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9

3 5

1

3

4 -

1

2

6 6 4 7

5

6

3

1

9

1

4

7 7 3 -

2

1

8 0

1

3

3 3

4

6

1 -

1

1

Average

11

2 0 0 0 0 1 0 0 1 0 0 0 0 0

0 3 0 0 0 3 0 0 3 0 0 0

-

-

-

2

7

3 0 1 -

4

8

7

1

0

0 1 7 3 0

4

2

2 0 -

-

-

1

-

-

-

-

-

-

-

-

-

1

0

1

-

0

-

-

-

-

-

-

-

-

0

1

2

4

-

0

-

-

-

-

6

0

0

3

4

1

8

1

-

-

1

2

1

0

4

1

-

-

2

0

0

-

-

1

1

0 4

1

4

2 0 -

0 0 0 0 -

1

0

5

0 -

1

0

6

0 0 0 9 0 2 0 0 0 0 -

0

-

-

-

-

-

-

-

3

-

-

-

-

-

0

-

0

0

1

0

0

-

6

-

3

-

0

0 -

0 0 -

1

1

0 9 0 2

1

4

7

0 0

0 0 0 -

1

10

9

7

1

10

0


Year: 2004


60026

Final Report

188


Average Turnover Rate for Full-Time CSRs

Mean

14.10%

Quartile 1

0.00% <= 7.71%

Quartile 2

7.71% <= 11.50%

Quartile 3

11.50% <= 18.61%

Quartile 4

18.61% <= 33.00%

Percent

35.00%

30.00%

25.00%

20.00%

15.00%

10.00%

5.00%

0

.

0

0

%

0.00%

4

8

3

4

0

0

2

.

%

3

.

0

0

%

3

.

1

8

%

0

0

5

.

%

0

0

5

.

%

6

.

2

5

%

8

.

2

0

%

9

.

0

0

%

.

0

1

0

0

%

.

6

1

0

0

%

1

1

.

0

0

%

1

1

.

0

0

%

2

0

%

1

1

.

1

8

0

1

.

%

1

5

.

0

0

%

.

5

1

5

0

%

.

0

1

6

0

%

1

7

4

7

.

%

1

8

.

0

0

%

1

8

.

0

0

%

.

4

2

0

5

%

.

0

2

2

0

%

.

3

2

4

0

%

2

0

0

6

.

%

.

5

3

0

0

%

.

0

3

1

0

%

.

0

0

3

3

%

4

1

2

5

4

9

3

8

2

7

2

3

2

2

1

8

2

0

2

2

6

1

6

8

3

2

3

0

4

3

9

1

3

7

1

7

6

2

4

1

3

7

4

7

4

5

2

8

1

0

5

1

2

4

2

2

9

3

1

5

1

9

4

0

3

1


Year: 2004


®US, Dollars

2069


Final Report

189


Average Turnover Rate For Part-Time CSRs

Mean

12.09%

Quartile 1

0.00% <= 0.00%

Quartile 2

0.00% <= 10.50%

Quartile 3

10.50% <= 16.28%

Quartile 4

16.28% <= 53.70%

Percent

60.00%

.

7

0

5

3

%

50.00%

40.00%

30.00%

20.00%

10.00%

0.00%

0

.

0

0

%

1

7

1

8

0

.

0

0

%

0

.

0

0

%

0

.

0

0

%

0

.

0

0

%

0

.

0

0

%

0

.

0

1

%

5

.

0

0

%

1

0

0

0

.

%

.

0

1

1

0

%

.

0

1

1

0

%

.

0

1

5

0

%

.

0

1

5

0

%

7

0

%

1

6

.

.

2

2

2

0

%

.

0

2

5

0

%

3

0

0

3

.

%

1

6

3

2

2

4

4

8

2

7

2

2

4

5

2

6

2

0

3

8

4

9

2

3

8 7

4

1

3

0

2

9

4

1

3

2

5

6

4

0

1

9

1

5

3

3

1

3

4

2

8

3

9

4

2

4

7

1

2

1 5

1

0

3

7

2


Year: 2004


®US, Dollars

7409


Final Report

190


Average Turnover Rate For Meter Readers

Mean

24.72%

Quartile 1

0.00% <= 5.70%

Quartile 2

5.70% <= 26.00%

Quartile 3

26.00% <= 38.50%

Quartile 4

38.50% <= 60.00%

Percent

60.00%

50.00%

40.00%

30.00%

.

0

2

4

0

%

.

0

2

5

0

%

0

0

%

2

7

.

.

0

3

0

0

%

.

0

3

0

0

%

3

0

0

3

.

%

.

0

3

4

0

%

.

0

4

0

0

%

0

0

%

4

1

.

0

0

%

5

0

.

0

0

%

5

0

.

.

0

5

7

0

%

6

0

.

0

0

%

20.00%

10.00%

0.00%

0

.

0

0

%

4

5

2

7

0

.

0

0

%

0

0

1

.

%

0

0

3

.

%

5

.

0

0

%

5

.

2

6

%

0

0

7

.

%

.

7

1

0

0

%

.

9

1

0

0

%

4

1

2

6

2

5

1

7

1

8

2

1

6

7

2

2

2

3

2

8

2

4

4

8

3

7

4

7

3

0

4

9

4

0

3

8

3

4

2

9

4

1

3

6

1

9

1

5

3

3

1

3

2

2

0

3

9

4

2

1

2

1 5

1

0

8


Year: 2004


®US, Dollars

1000612


Final Report

191


Average Turnover Rate For Field Service Reps

Mean

11.44%

Quartile 1

0.00% <= 1.60%

Quartile 2

1.60% <= 5.00%

Quartile 3

5.00% <= 10.00%

Quartile 4

10.00% <= 70.00%

Percent

70.00%

60.00%

0

0

%

5

0

.

7

0

.

0

0

%

50.00%

40.00%

30.00%

20.00%

10.00%

0

.

0

0

%

0.00%

1

7

2

7

0

.

0

0

%

0

0

1

.

%

1

.

5

0

%

1

.

6

0

%

0

0

2

.

%

0

0

2

.

%

0

0

4

.

%

0

0

5

.

%

0

8

5

.

%

6

.

0

0

%

.

0

1

0

0

%

.

0

1

0

0

%

.

3

1

2

7

%

1

4

.

0

0

%

2

6

3

0

1

6

1

8

3

4

4

1

3

2

2

2

2

3

7

2

8

2

4

4

8

4

0

4

5

4

9

4

1

3

2

5

6

1

9

1

5

3 2

3

1

3

8

2

0

2

9

3

9

4

2

4

7

1

2

1 5

1

0

3

7

8


Year: 2004


®US, Dollars

1000613


Final Report

192


Average Turnover Rate For Billing

Mean

6.95%

Quartile 1

0.00% <= 1.00%

Quartile 2

1.00% <= 2.50%

Quartile 3

2.50% <= 12.75%

Quartile 4

12.75% <= 26.00%

Percent

30.00%

.

0

2

6

0

%

25.00%

20.00%

15.00%

.

5

1

2

0

%

.

0

1

3

0

%

1

0

%

1

4

.

10.00%

5.00%

0.00%

0

.

0

0

%

3

4

1

6

0

.

0

0

%

0

.

0

0

%

0

.

0

0

%

0

0

1

.

%

0

0

1

.

%

0

0

1

.

%

2

.

0

0

%

2

.

0

0

%

2

.

5

0

%

5

7

3

.

%

0

0

5

.

%

8

.

0

0

%

2

3

2

7

6

3

2

1

8

2

6

2

5

4

1

1

7

4

9

2

4

4

8

8

3

8

7

.

0

2

0

0

%

2

0

.

4

0

%

2

2

3

0

2

0

3

9

4

5

4

2

4

7

1

2

1 5

2

9

3

7

2

2

8

3

1

4

1

3

4

0

1

9

1

5

3

1

0


Year: 2004


®US, Dollars

1000614


Final Report

193


Average Turnover Rate For Payment Processsing

Mean

5.58%

Quartile 1

0.00% <= 0.00%

Quartile 2

0.00% <= 4.00%

Quartile 3

4.00% <= 8.24%

Quartile 4

8.24% <= 26.00%

Percent

30.00%

.

0

2

6

0

%

25.00%

20.00%

15.00%

10.00%

5.00%

0.00%

0

.

0

0

%

3

8

1

3

0

.

0

0

%

0

.

0

0

%

0

.

0

0

%

0

.

0

0

%

0

.

0

0

%

0

.

0

0

%

2

.

0

0

%

0

0

3

.

%

0

0

5

.

%

0

0

5

.

%

0

0

5

.

%

5

.

7

0

%

9

.

0

9

%

1

1

.

4

3

%

.

0

1

2

0

%

2

5

1

7

3

4

1

6

4

5

4

1

3

7

3

2

4

9

1

8

2

2

8

2

4

7 2

.

3

1

6

0

%

3

0

2

9

4

2

3

6

2

7

4

0

1

9

1

5

3

3

1

2

6

2

8

3

9

4

2

4

7

1

2

1 5

1

0

2

0

4

8


Year: 2004


®US, Dollars

1000615


Final Report

194


Average Turnover Rate For Credit Office Staff

Mean

3.95%

Quartile 1

0.00% <= 0.00%

Quartile 2

0.00% <= 2.00%

Quartile 3

2.00% <= 7.10%

Quartile 4

7.10% <= 20.00%

Percent

20.00%

2

0

.

0

0

%

18.00%

16.00%

14.00%

12.00%

10.00%

8.00%

6.00%

4.00%

2.00%

0

.

0

0

%

0.00%

1

7

4

5

0

.

0

0

%

0

.

0

0

%

0

.

0

0

%

0

.

0

0

%

0

.

0

0

%

0

.

0

0

%

0

.

0

1

%

0

0

1

.

%

0

0

2

.

%

8

0

2

.

%

3

.

0

0

%

3

.

0

0

%

3

4

2

5

2

4

3

7

4

8

2

7

6

4

1

1

6

3

2

1

8

3

8

1

3

6

.

4

0

%

8

0

7

.

%

0

0

8

.

%

.

0

1

0

0

%

1

0

0

1

.

%

2

2

7

4

9

4

0

2

9

4

2

3

3

0

1

9

1

5

3 2

3

1

2

6

2

8

3

9

4

2

4

7

1

2

1 5

1

0

2

0

8


Year: 2004


®US, Dollars

1000616


Final Report

195


Average Turnover Rate For Credit Field Staff

Mean

6.85%

Quartile 1

0.00% <= 1.35%

Quartile 2

1.35% <= 5.00%

Quartile 3

5.00% <= 10.00%

Quartile 4

10.00% <= 40.00%

Percent

40.00%

4

0

.

0

0

% 35.00%

30.00%

25.00%

20.00%

15.00%

10.00%

5.00%

0

.

0

0

%

0.00%

4

5

4

9

0

.

0

0

%

0

.

0

0

%

0

.

0

0

%

6

0

0

.

%

1

.

6

0

%

0

0

2

.

%

0

0

2

.

%

0

0

2

.

%

0

0

5

.

%

0

0

5

.

%

0

0

5

.

%

5

.

0

8

%

4

0

5

.

%

.

0

1

0

0

%

.

0

1

0

0

%

1

2

.

3

7

%

.

0

1

5

0

%

.

0

1

6

0

%

2

7

1

7

2

3

1

6

1

8

3

4

2

6

7

3

2

2

5

2

2

3

7

3

8

2

8

2

4

4

0

2

4

1

2

9

4

1

3

3

0

6

1

9

1

5

3

3

1

8

2

0

3

9

4

2

4

7

1

2

1 5

1

0

4

8


Year: 2004


®US, Dollars

1000617


Final Report

196


Average Turnover Rate For Local Office Reps

Mean

5.26%

Quartile 1

0.00% <= 0.00%

Quartile 2

0.00% <= 0.00%

Quartile 3

0.00% <= 5.00%

Quartile 4

5.00% <= 39.00%

Percent

40.00%

.

0

3

9

0

%

35.00%

30.00%

25.00%

20.00%

15.00%

.

5

1

2

0

%

.

0

1

5

0

%

1

2

0

5

.

%

10.00%

5.00%

0

.

0

0

%

0.00%

1

7

1

3

0

.

0

0

%

0

.

0

0

%

0

.

0

0

%

0

.

0

0

%

0

.

0

0

%

0

.

0

0

%

0

.

0

0

%

0

.

0

0

%

0

.

0

0

%

0

.

0

0

%

2

.

5

0

%

2

5

2

7

4

8

2

3

8

3

7

2

4

3

4

1

6

4

1

4

9

7

3

8

2

2

2

9

4

1

8

3

0

6

4

0

1

9

1

5

3 2

3

1

2

6

2

8

3

9

4

5

4

2

4

7

1

2

1 5

1

0

2

0

3

2


Year: 2004


®US, Dollars

1000618


Final Report

197


Focus Area: Outsourcing


Pg. 198. (228) Outsourcing of Contact Center Activities -

Pg. 199. (229) Meter Reading Activities Outsourced -

Pg. 200. (230) Meter Reading Activities Outsourced -

Pg. 201. (231) Outsourcing of Field Service Activities -

Pg. 202. (232) Outsourcing of Billing Activities -

Pg. 203. (233) Percent of Print & Mail Billing Services Contracted -

Pg. 204. (234) Part of Bill Printing And Mailing Outsourced -

Pg. 205. (235) Payment Processing Services Outsourced -

Pg. 206. (236) Percent of Credit & Collections Field Work Outsourced -

Pg. 207. (237) Outsourcing of Revenue Protection Activities -

Pg. 208. (238) CIS Services Contracted -

Pg. 208.1. (239) CIS Services Contracted (Cont.) -

Pg. 208.2. (240) Company Used for Outsourcing Field Collections Function -

Pg. 208.3. (241) Positive Results Experienced from Outsourcing the Field Collections Function -


XVI

ID Number Used: Regular Focus Area: Outsourcing

Outsourcing of Contact Center Activities

Question

1 2 3 4 5 6 7 8

1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9

1. Telephone Answ ering:

2. Back Office Functions:

100. Total Percent of Call Center

Function Outsourced:

2

3

%

-

0

%

0

%

0

%

-

0

%

-

-

1

7

%

0

%

-

-

3

0

%

-

-

-

4

1

%

0

%

1

7

%

-

4

1

%

1

0

%

1

0

%

-

7

%

-

1

6

%

1

1

%

3

6

%

-

0

%

0

%

0

%

-

1

4

%

1

0

%

3

6

%

-

-

-

1

2

%

-

-

1

8

%

0

%

5

%

0

%

1

6

%

-

3

6

%

0

%

0

%

0

%

1

8

%

5

%

1

6

%

3

6

%

0

%

0

%

-

-

-

1

0

0

%

1

0

0

%

1

0

0

%

0

%

7

%

7

%

2

%

2

8

%

1

0

0

%

7

%

0

%

0

%

0

%

-

-

0

%

2

8

%

0

%

1

0

0

%

-

7

%

0

%

-

0

%

0

%

0

%

0

%

0

%

0

%

0

%

-

-

-

8

%

0

%

-

0

%

8

%

0

%

-

-

0

%

0

%

0

%

Average:

18%

5%

19%

Source/Calculation: H.2.1

Year: 2004


1000373

Final Report

198


Meter Reading Activities Outsourced

Question

1. Manual Meter Reading:

2. Driving Meter Reading:

3. Remote Meter Reading:

100. Total Meter Reading:

1 2 3 4 5 6 7 8

1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9

0

%

2

5

%

-

0

%

0

%

0

%

-

-

2

5

%

-

-

-

1

0

0

%

0

%

0

%

-

-

-

0

%

0

%

0

%

1

0

0

%

-

0

%

-

-

-

-

-

-

-

1

0

0

%

-

-

-

-

-

-

-

-

1

0

0

%

1

0

0

%

-

1

0

0

%

-

-

-

-

5

0

%

0

%

8

5

%

0

%

0

%

0

%

0

%

0

%

0

%

5

0

%

0

%

0

%

-

-

-

-

-

-

-

-

-

-

-

-

0

%

0

%

0

%

-

-

0

%

0

%

-

0

%

0

%

0

%

-

-

0

%

0

%

-

0

%

-

1

0

0

%

1

0

0

%

1

0

0

%

1

0

0

%

0

%

-

-

-

-

-

-

-

0

%

0

%

5

0

%

0

%

2

5

%

0

%

9

5

%

-

7

%

0

%

-

0

%

0

%

0

%

0

%

0

%

0

%

0

%

0

%

0

%

5

0

%

0

%

0

%

0

%

-

-

-

0

%

0

%

0

%

0

%

1

%

9

6

%

-

-

-

2

9

%

-

-

0

%

0

%

0

%

-

-

-

0

%

0

%

0

%

Average:

28%

12%

6%

30%


Year: 2004


1000619

Final Report

199


Meter Reading Activities Outsourced

Mean

69%

Quartile 1

100% => 100%

Quartile 2

100% => 96%

Quartile 3

96% => 50%

Quartile 4

50% => 0%

Percent

100% 1

0

0

%

90%

1

0

0

%

1

0

0

%

1

0

0

%

9

6

%

80%

70%

60%

5

0

%

5

0

%

50%

40%

30%

20%

2

5

%

10%

0%

2

9

8 4

1

3

4

1

3

7

1

6

2

0

%

2

4

3

8

2

3

1

8

2

5

3

0

6

2

7

4

0

1

9

1

5

3

Utilities

2

2

4

8

3

1

7

2

8

4

9

3

2

2

6

3

4

3

9

4

5

4

2

4

7

1

2

1 5

1

0

2

0

1

7


Year: 2004

®US, Dollars

176


Final Report

200


Outsourcing of Field Service Activities

Question

1. High Bill Investigation:

2. Change of Account:

3. Gas Service:

4. Water Service:

5. Dispatch:

6. Minor Meter Maintenance:

100. Percent of Field Service acitivies outsourced:

1 2 3 4 5 6 7 8

1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9

0

%

0

%

-

0

%

-

0

%

0

%

-

0

%

0

%

0

%

0

%

0

%

-

1

0

0

-

0

%

0

%

0

%

-

0

%

0

%

1

%

0

%

0

%

0

%

-

0

%

0

%

-

0

%

-

5

9

%

-

0

%

0

%

-

-

0

%

-

0

%

-

0

%

0

%

0

%

0

%

0

%

0

%

-

0

%

0

%

0

%

0

0

%

-

-

0

%

0

%

0

%

0

%

0

%

-

-

0

%

0

%

0

%

0

%

0

%

-

0

%

0

%

-

0

%

0

%

-

-

Average:

5%

8%

-

0

%

-

0

%

-

0

%

0

%

0

%

-

0

%

0

%

-

0

%

0

%

-

0

%

0

%

-

0

%

0

%

-

0

%

-

0

%

0

%

-

0

%

-

0

%

0

%

0

%

-

0

%

0

%

0

%

-

0

%

0

%

0

%

0

%

0

%

-

0

%

0

%

-

0

%

0

%

-

0

%

-

0

%

-

5

9

%

5

9

%

-

0

%

0

%

-

1

0

0

%

-

-

0

%

0

%

-

0

%

0

%

0

%

0

%

0

%

-

0

%

0

%

0

%

-

0

%

0

%

0

%

0

%

0

%

0

%

-

0

%

0

%

0

%

0

%

0

%

0

%

-

0

%

0

%

0

%

-

0

%

0

%

1

%

0

%

0

%

0

%

-

8%

3%


Year: 2004


1000374

Final Report

201


Outsourcing of Billing Activities

Question

1. Print & Mail:

2. Large C/I Billing:

3. Electronic Bill Presentation:

99. Other:

1 2 3 4 5 6 7 8

1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9

0

%

1

0 0

%

-

0

%

0

%

0

%

-

0

%

-

0

%

1

0

-

-

0

%

-

-

0

%

-

1

0

0

%

0

%

0

%

0

%

-

0

%

0

%

0

%

-

-

0

%

-

0

%

0

%

1

0

0

%

-

0

%

0

%

0

%

0

%

0

%

-

-

0

%

0

% 0

%

1

0

0

%

1

0 0

%

-

1

0

0

%

0

%

0

%

0

%

0

%

-

-

1

0

0

%

0

%

-

-

0

%

0

%

0

%

0

%

0

%

-

0

%

0

%

0

%

0

%

0

%

0

%

-

0

%

0

%

0

%

-

0

%

-

0

%

-

0

%

-

0

%

1

0

0

%

0

%

-

0

%

1

0

0

%

5

4

%

0

%

0

%

-

0

%

-

0

%

0

%

-

5

0

%

-

0

%

0

%

0

%

0

%

0

%

-

0

%

Average:

28%

4%

13%

0

%

0

%

-

0

%

-

0

%

-

0

%

-

0

%

-

0

%

-

0

%

-

0

%

0

%

0

%

-

0

%

-

0

%

0

%

-

0

%

-

0

%

0

%

0

%

-

0

%

-

0

%

100. Percent of Billing acitivies outsourced:

-

0

%

-

0

%

-

0

%

-

1

2

%

1

0

0

%

0

%

-

0

%

-

0

%

0

%

-

0

%

0

%

-

0

%

0

%

-

2

5

%

1

0

0

%

0

%

0

%

0

%

0

%

0

%

-

0

%

11%


Year: 2004


1000375

Final Report

202

Focus Area: Outsourcing

Percent of Print & Mail Billing Services Contracted


Question

1. Print and Mail Bills:

99. Other:

1 2 3 4 5 6 7 8

1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9

1

0

0

%

0

%

-

0

%

1

0

0

%

1

0

0

%

-

0

%

-

1

0

0

%

0

%

0

%

-

0

%

-

0

%

0

%

1

0

0

%

0

%

-

1

0

0

%

-

1

0

0

%

0

%

0

%

-

1

0

0

%

1

0

0

%

0

%

0

%

0

%

0

%

0

%

-

0

%

Average

35%

-

0

%

-

0

%

-

0

%

-

0

%

-

0

%

0

%

-

0

%

-

0

%

0

%

-

0

%

0

%

0

%

-

0

%

-


Year: 2004


1750

Final Report

203


Part of Bill Printing And Mailing Outsourced


Q: Please describe what part of bill printing and mailing you outsource:

ALL

All bill print functions are outsourced to either SoCalGas or Xerox.

All bill printing and mailing is outsourced.

All of it is done by a vendor.

All.

CenterPoint Energy Shared Services Organization handles all bill pringint and mailing for Arkla

Entire function

Mailing is through nternal service provided by the city mailroom

NONE

The entire process is outsourced to PEPCO.


Year: 2004


60224

Final Report

204


Payment Processing Services Outsourced


Question

1 2 3 4 5 6 7 8

1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9

1. Processing of Electronic

Payments:

2. Processing of Mailed/Delivered

(Paper) Payments:

100. Total Payment Processing

Service Outsourced:

1

0

0

%

1

0

0

%

1

0

0

%

0

%

0

%

0

%

-

-

-

0

%

0

%

0

%

-

-

2

9

%

-

0

%

2

9

%

-

-

-

-

-

0

%

0

%

-

1

5

%

2

1

%

-

-

1

1

%

9

%

0

%

0

%

1

0

0

%

2

6

%

-

7

9

%

0

%

0

%

-

-

-

-

0

%

3

0

%

0

%

9

%

-

-

2

4

%

0

%

3

3

%

0

%

0

%

0

%

0

%

1

0

0

%

6

7

%

1

0

0

%

1

0

0

%

-

-

-

1

0

0

%

1

0

0

%

1

0

0

%

0

%

1

0

0

%

1

0

0

%

0

%

0

%

-

-

9

7

%

-

0

%

3

2

%

0

%

0

%

3

%

-

0

%

8

5

%

8

5

%

-

-

1

0

0

%

0

%

0

%

0

%

6

%

1

%

6

%

-

-

-

0

%

-

0

%

5

0

%

0

%

-

1

0

0

%

0

%

0

%

-

7

%

Average:

28%

30%

31%


Year: 2004


321

Final Report

205


Percent of Credit & Collections Field Work Outsourced


Question

1. Notices:

2. Disconnects:

3. Reconnects:

4. Field Collections:

5. Percent of Total Credit &

Collections Office Acitivies

Outsourced:


Collect Field Activities

Outsourced:

99. Other:


Collect Activities Outsourced:

1 2 3 4 5 6 7 8

1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9

0

%

0

%

-

0

%

0

%

-

0

%

0

%

-

0

%

0

%

-

0

%

0

%

-

0

%

0

%

-

0

%

0

%

-

0

%

0

%

-

0

%

-

0

%

-

0

%

0

%

0

%

-

1

0

0

0

%

-

0

%

0

%

0

%

-

0

%

0

%

-

0

%

-

0

%

0

%

0

%

-

-

-

-

-

-

5

0

%

-

-

-

-

-

-

-

-

-

0

%

0

%

-

-

-

-

0

%

0

%

0

%

0

%

0

%

0

%

0

%

0

%

0

%

0

%

-

-

-

-

0

0

%

0

%

0

%

0

%

-

0

%

0

%

0

%

-

-

0

%

0

%

0

%

-

-

0

%

9

0

%

0

%

6

0

%

-

-

0

%

0

%

-

-

0

%

0

%

0

%

-

0

%

-

6

6

%

5

9

%

0

%

-

5

0

%

-

-

-

-

0

%

-

-

-

-

-

-

-

3

%

0

%

0

%

-

-

-

0

%

-

-

-

-

-

0

%

-

0

%

0

%

0

%

0

%

0

%

0

%

0

%

-

-

-

-

1

0

0

0

%

0

%

0

%

0

%

0

%

-

0

%

0

%

0

%

0

%

-

-

-

-

-

-

0

0

%

0

%

-

0

%

0

%

-

3

%

-

0

%

-

0

%

0

%

-

0

%

-

-

0

%

0

%

0

%

-

0

%

0

%

-

0

%

-

0

%

0

%

-

-

-

0

%

0

%

0

%

0

%

-

-

0

%

0

%

0

%

-

-

-

0

%

0

%

0

%

0

%

-

-

-

0

%

8

0

%

0

%

5

0

%

0

%

4

0

%

0

%

8

0

%

-

-

-

-

0

%

0

%

0

%

0

%

0

%

-

-

0

%

0

%

-

-

Average

6%

13%

3%

3%

13%

11%

3%

6%


Year: 2004


6027

Final Report

206


Outsourcing of Revenue Protection Activities


Question

1. Energy Theft Prevention,

Investigation:

1 2 3 4 5 6 7 8

1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9

Average:

0

%

0

%

-

0

%

-

0

%

-

0

%

-

0

%

-

0

%

0

%

0

%

0

%

-

0

%

0

%

-

0

%

0

%

0

%

-

0

%

6

0

%

-

0

%

0

%

-

0

%

3%

2. Fraud Investigation:

0

%

-

0

%

-

0

%

-

0

%

-

0

%

-

0

%

0

%

0

%

0

%

-

0

%

0

%

-

0

%

0

%

0

%

-

0

%

1

%

-

0

%

0

%

-

0

%

3. Unauthorized Usage:

0

%

-

0

%

-

0

%

-

0

%

-

0

%

-

0

%

0

%

0

%

0

%

-

0

%

0

%

-

0

%

0

%

0

%

-

5

%

0

%

-

0

%

0

%

-

0

%

100. Percent of total Revenue

Protection acitivies outsourced: 0

%

-

0

%

-

0

%

-

0

%

-

0

%

-

0

%

0

%

0

%

0

%

0

%

-

0

%

-

0

%

0

%

0

%

-

6

1

%

-

0

%

0

%

-

0

%

0%

0%

3%


Year: 2004


1000376

Final Report

207


CIS Services Contracted

Question

1. Maintenance Of Mainframe

Applications:

2. Maintenance Of Personal

Computers:

3. Maintenance of Servers:

4. Development Of Mainframe

Applications:

5. Development Of Personal

Computer Applications:

6. Development of Server

Applications:

7. Phone Support For Computer

Users:

99. Other:

100. Total Percent of CIS

Function Outsourced:

1 2 3 4 5 6 7 8

1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9

-

1

0

0

-

-

-

-

-

-

0

%

0

%

0

%

0

%

0

%

0

%

0

%

0

%

-

-

-

-

-

-

-

-

-

-

-

-

-

-

0

%

-

-

-

-

-

-

-

-

-

-

-

-

0

%

-

0

%

-

0

%

0

%

-

-

0

%

0

%

0

%

-

0

%

-

0

%

0

%

0

%

0

%

-

-

-

-

-

-

0

%

0

%

0

%

0

%

0

%

-

0

%

-

1

0

0

-

0

%

0

%

-

-

0

%

0

%

-

1

0

0

0

%

0

%

0

%

1

0

%

1

0

0

1

0

0

-

0

%

0

%

-

-

5

0

%

0

%

-

-

0

%

0

%

-

-

0

%

0

%

-

1

0

0

5

0

%

1

0

%

-

-

0

%

-

0

%

-

0

%

-

-

0

%

-

0

%

-

0

%

-

0

%

-

0

%

-

0

%

-

0

%

0

%

0

%

0

%

0

%

0

%

0

%

0

%

0

%

0

%

0

%

1

0

0

0

%

0

%

0

%

0

%

0

%

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

0

%

-

1

0

0

1

0

0

1

0

0

1

0

0

1

0

0

1

0

0

1

0

0

1

0

0

0

%

0

%

0

%

0

%

0

%

0

%

0

%

0

%

-

0

%

-

-

-

-

-

-

-

0

%

-

0

%

0

%

0

%

0

%

0

%

0

%

1

0

0

1

0

0

1

0

0

1

0

0

1

0

0

1

0

0

1

0

0

-

-

-

-

-

-

-

0

%

-

0

%

1

0

0

0

%

1

0

0

0

%

0

%

0

%

0

%

0

%

-

-

-

-

-

-

-

-

-

-

-

-

-

-

9

0

%

1

0

0

5

0

%

1

0

0

1

0

0

1

0

0

1

0

0

-

-

-

-

0

%

0

%

1

0

0

0

%

-

0

%

0

%

-

-

0

%

0

%

-

-

0

%

0

%

-

-

0

%

0

%

-

-

1

0

%

0

%

-

-

2

0

%

-

-

0

%

0

%

-

-

-

-

0

%

1

0

0

0

%

0

%

0

%

0

%

0

%

0

%

0

%

Average:

26%

44%

18%

27%

18%

21%

15%

7%

19%


Year: 2004


445

Final Report

208


CIS Services Contracted (Cont.)



Year: 2004


8124

Final Report

208.1


Company Used for Outsourcing Field Collections Function

Q: If you outsource your field collections function, what is the name of the company you are using?

Accenture Business Services for Utilities

DCF

TURKO & MRS,


Year: 2004


1000692

Final Report

208.2


Positive Results Experienced from Outsourcing the Field

Collections Function

Question

1. Yes:

2. No:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Total:

100%

0%


Year: 2004


1000693

Final Report

208.3


Focus Area: Corporate Training


Pg. 209. (243) Total Expenditure on Learning and Performance -

Pg. 210. (244) FTE Learning and Performance Staff - FTEs Per 100,000 Adjusted Customers

Pg. 211. (245) Formal Training Program -

Pg. 212. (246) Externally Developed Learning Content -

Pg. 213. (247) Devotion of Learning Content -

Pg. 214. (248) Delivery of Formal Learning Hours -


XVII

ID Number Used: Regular Focus Area: Corporate Training

Total Expenditure on Learning and Performance

Mean

$1.12

Quartile 1

$0.17 <= $0.25

Quartile 2

$0.25 <= $0.37

Quartile 3

$0.37 <= $0.70

Quartile 4

$0.70 <= $5.37

$6.00

$5.00

$4.00

$3.00

$2.00

$1.00

$0.00

2

8

4

5

2

2

2

5

1

9

4

1

1

6

2

7

3

1

8

4

8

2 3 7

4

0

3

8

6

3

0

1

3

1

8

2

3

4

1

5

3

9

3

7

1

0

5 1

1

2

1

7

4

2

2

0

2

9

3

4

2

6

3

2

4

9

2

4

4

7

Tuition Outsourced Training All Other Costs for Learning & Performance

Source/Calculation: I.2.1/(SUM{A.3}+SUM{A.4}+SUM{A.5}+(SUM{A.6}+SUM{A.7}+SUM{A.8})*2+SUM{A.9}*3)

Year: 2004



1000534

Final Report

209


FTE Learning and Performance Staff

FTEs Per 100,000 Adjusted Customers

Mean

0.8

Quartile 1

0.1 <= 0.3

Quartile 2

0.3 <= 0.6

Quartile 3

0.6 <= 0.9

Quartile 4

0.9 <= 3.4

FTEs per 100,000 Adj. Customers

3.5

3

.

4

3.0

2.5

2.0

1.5

0

.

9

1

.

2

1.0

0.5

0

.

1

0

.

2

0

.

3

0

.

4

0

.

6

0

.

6

0

.

6

0.0

2

5

3

0

3

4

2

8

4

1

1

9

2

2

2

7

1

6

4

9

4

2

3

1

8

1

3

6

2

7

4

0

1

5

3

4

8

8

1

7

3

1

2

4

2

0

3

2

2

6

2

9

3

9

4

5

4

2

4

7

1

2

1 5

1

0

3

7

3

8

Source/Calculation: I.3.1/((SUM{A.3}+SUM{A.4}+SUM{A.5}+(SUM{A.6}+SUM{A.7}+SUM{A.8})*2+SUM{A.9}*3)/100000)

Year: 2004


1000535

Final Report

210


Formal Training Program

Mean

0.8

Quartile 1

0.1 <= 0.3

Quartile 2

0.3 <= 0.6

Quartile 3

0.6 <= 0.9

Quartile 4

0.9 <= 3.4

Question

1. Total number of hours of formal learning activities provided:

2. Total number of hours of formal learning activities received/completed by employees:

1 2 3 4 5 6 7 8

1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9

-

0

0

0

8

0,

-

-

4

0

-

4

8

0

-

4

8

0

-

1

6

3

3

1,

4

1

3

3

3

1,

4

-

4,

5

0

0

-

-

-

0

0

2

8

0,

0

0

0

2

8

0,

0

-

-

Average:

139,279

152,984

Source/Calculation: I.4.1

Year: 2004


1000536

Final Report

211


Externally Developed Learning Content

Mean

58%

Quartile 1

25% <= 43%

Quartile 2

43% <= 60%

Quartile 3

60% <= 75%

Quartile 4

75% <= 90%

Percent

90% 9

0

%

80%

70%

60%

50%

40%

30%

2

5

%

20%

6

0

%

10%

0%

1

6

4

1

2

5

4

0

3

1

8

4

8

2

2

2 3 7

1

9

3

8

2

7

6

3

0

1

3

1

8

2

3

4

1

5

4

5

2

0

3

7

1

0

5 1

1

2

1

7

4

2

2

8

3

9

2

9

3

4

2

6

3

2

4

9

2

4

4

7


Year: 2004

®US, Dollars

1000537


Final Report

212


Devotion of Learning Content

Question:

1 2 3 4 5 6 7 8

1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9

1. Executive development:

2. Managerial and supervisory:

3. Sales:

4. Customer service:

5. Mandatory and compliance (e.g. safety, security):

6. Processes, procedures, and business practices:

7. Information technology and systems (e.g. enterprise and desktop

) communication, team w ork):

9. New employee orientation:

10. Basic skills:

11. Profession-specific or industry-specific (e.g., engineering, accounting, legal, medical):

99. Other:

-

-

-

-

-

-

-

-

-

0 -

-

1

5

-

0

%

-

%

0

%

0

%

-

-

1

2

%

0

%

-

7

-

0

%

-

-

-

-

-

-

-

-

-

-

-

1

3

-

-

-

-

-

-

-

-

-

-

1

5

0

-

-

-

1

5

-

-

0

%

3

1

-

-

-

1

5

%

-

2

0

-

%

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

%

6

0

%

5

%

1

0

%

1

%

5

%

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

5

%

5

%

5

%

5

%

5

%

-

-

-

-

-

-

-

-

-

-

-

-

%

1

0

%

5

%

1

0

0

%

5

%

5

0

%

-

-

-

-

-

-

%

5

%

0

%

1

%

-

5

0

%

-

-

-

-

-

-

-

3

0

-

-

-

%

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

7

%

1

5

%

5

%

1

%

2

0

%

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

2

0

0

%

5

%

5

%

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

5

%

-

Averag

33%

0%

13%

14%

20%

14%

9%

4%

8%

50%

5%


Year: 2004



1000538

Final Report

213


Delivery of Formal Learning Hours

Mean

97%

Quartile 1

80% <= 100%

Quartile 2

100% <= 100%

Quartile 3

100% <= 100%

Quartile 4

100% <= 100%

Percent

100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

0%

2

2

7

4

1

1

9

2

5

1

6

2

8

4

0

1

2

3

0

3

4

3

1

3

7

1

7

4

9

3

2

1

8

4

2

3

2

4

2

6

3

8

2

0

6 8

4

7

1

0

4

8

3

9

5

1

3

4

5

2

9

2

4

2

3

2

7

1

5

1

Live instructor-led real classroom

Live instructor-led virtual (online) classroom

Live instructor-led remote, but not online (e.g., satellite, video conference, teleconference)

Self-paced online (netw orked)

Self-paced stand-alone (non-netw orked) computer-based (e.g. CD)

Technology other than computer (e.g. video and audio)

Self-paced non-technology delivered (i.e., print)

Other


Year: 2004



1000539

Final Report

214


Health & Safety

(###) Report Viewer Record Number

Pg. 215. (251) OSHA Lost Time Incident Rate - Meter Reading

Pg. 216. (252) OSHA Lost Time Incident Rate - Field Service

Pg. 217. (253) OSHA Lost Time Incident Rate - Contact Center

Pg. 218. (254) OSHA Lost Time Incident Rate - Credit & Collections

Section Contents

Pg. 219. (255) OSHA Lost Time Incident Rate - Billing

Pg. 220. (256) Lost Time Incident Rate - Payment Services

Pg. 221. (257) OSHA Lost Time Incident Rate - All Customer Service

Pg. 222. (258) OSHA Recordable Incident Rate - Meter Reading

Pg. 224. (259) OSHA Recordable Incident Rate - Field Service

Pg. 225. (260) OSHA Recordable Incident Rate - Contact Center

Pg. 226. (261) OSHA Recordable Incident Rate - Credit & Collections

Pg. 227. (262) OSHA Recordable Incident Rate - Billing

Pg. 228. (263) OSHA Recordable Incident Rate - Payment Services

Pg. 228.1. (264) OSHA Recordable Incident Rate - All Customer Service

Pg. 229. (265) Vehicular Accident Rate per 1,000,000 Miles - Meter Reading

Pg. 230. (266) Vehicular Accident Rate per 1,000,000 Miles - Field Service

Pg. 231. (267) Vehicular Accident Rate per 1,000,000 Miles - Credit & Collections

Pg. 232. (268) Vehicular Accident Rate per 1,000,000 Miles - All Customer Service

Pg. 233. (269) Lost Time Severity Index - Meter Reading

Pg. 234. (270) Lost Time Severity Index - Field Service

Pg. 235. (271) Lost Time Severity Index - Contact Center

Pg. 236. (272) Lost Time Severity Index - Credit & Collections

Pg. 237. (273) Lost Time Severity Index - Billing

Pg. 238. (274) Lost Time Severity Index - Payment Servics

Pg. 239. (275) Lost Time Severity Index - All Customer Service

Pg. 240. (276) OSHA First Aid Incident Rate -

Pg. 241. (277) Most Successful Initiatives for Reducing Injuries/Illnesses - 1 = Lowest, 5 = highest

Pg. 242. (278) Most Successful Initiatives for Reducing Injuries/Illnesses - 1 = Lowest, 5 = highest

Pg. 242.1. (279) Most Successful Initiatives for Reducing Injuries/Illnesses - 1 = lowest, 5 = highest

Pg. 243. (280) Successful Initiatives for Reducing Injuries/Illnesses - Rank the Top Five (1 = Lowest, 5 = Highest)

Pg. 244. (281) Features of Safety Program with the Most Positive Impact On Safety Record in the Field - Please rank the top five (1 = lowest, 5 = highest)



Pg. 246.1. (284) Features of Safety Program with the Most Positive Impact On Safety Record in the Field -

Pg. 247. (285) Safety Program Features Having Most Positive Impact on Safety Record - Rank the Top Five (1 = Lowest, 5 = Highest)

Pg. 247.1. (286) Safety Program Features Having Most Positive Impact on Safety Record - Rank the Top Five (1 = Lowest, 5 = Highest)


XVIII


Health & Safety


Pg. 248. (287) Safety Incentive Program -

Pg. 249. (288) Modified (Light) Duty Program - To Mitigate The Impact of Lost Time Due To Work Injury

Pg. 250. (289) Method Used to Successfully Reduce Lost-Time - By Using Modified Duty

Pg. 251. (290) Meter Reading Modified Duty Cases - Per Meter Reader

Pg. 252. (291) Modified Duty Cases - Modified Duty Cases per Customer Service FTE

Pg. 253. (292) Field Service Modified Duty Cases - Per FSR

Pg. 254. (293) Contact Center Modified Duty Cases - Modified Duty Cases per Contact Center FTE

Pg. 255. (294) Modified Duty Cases - Modified Duty Cases per Billing FTE

Pg. 256. (295) Modified Duty Cases - Modified Duty Cases per Payment Services

Pg. 257. (296) Modified Duty Cases - Modified Duty Cases per Payment Services FTE

Pg. 258. (297) Modified Duty Cases - Modified Duty Cases per Credit & Collections FTEs

Pg. 259. (298) Examples of The Types of Modified (Light) Duty - Made Available To CSRs

Pg. 259.1. (299) Examples of The Types of Modified (Light) Duty - Made Available To CSRs

Pg. 260. (300) Types of Modified (Light) Duty Made Available to Field Service -

Pg. 260.1. (301) Types of Modified (Light) Duty Made Available to Field Service (Cont.) -

Pg. 261. (302) Types of Modified (Light) Duty Made Available to Meter Readers -

Pg. 261.1. (303) Types of Modified (Light) Duty Made Available to Meter Readers (Cont.) -

Pg. 262. (304) Reduction In The Number of Hours of Lost Time Last Year -

Pg. 263. (305) Percent Reduction of Lost Time Last Year -

Pg. 264. (306) Policy On How Long An Employee May Remain On Light Duty - Before They Are Permanently Replaced

Pg. 265. (307) Disciplinary Actions Used for Safety Violations -

Pg. 266. (308) Degree Customer Service is Involved in Contractor Safety -

Pg. 266.1. (309) Degree Customer Service is Involved in Contractor Safety (Cont.) -

Pg. 267. (310) Total Availability Rate for Employees - (Total Reg Hrs Paid Minus Non-Work Hrs Paid) ÷ Total Reg Hrs Paid

Pg. 268. (311) Programs to Reduce Stress and Illness Absence -

Pg. 269. (312) Total Days Illness Absence Per FTE Experienced -


XIX

Quartile 4

3.88 <= 36.31

ID Number Used: Regular Health & Safety

OSHA Lost Time Incident Rate

Meter Reading

Mean

4.06

Quartile 1

0.00 <= 0.96

Quartile 2

0.96 <= 1.88

Quartile 3

1.88 <= 3.88

Rate

40.00

.

3

3

6

1

35.00

30.00

25.00

20.00

15.00

10.00

5.00

0.00

.

5

1

0

0

.

5

1

2

0

0

.

0

0

0

.

0

0

8

0

0

.

0

.

9

4

0

0

1

.

0

0

1

.

0

2

1

.

3

5

1

.

7

0

1

.

1

.

8

0

1

.

9

5

5

0

2

.

7

0

2

.

2

7

3

.

3

.

5

0

3

.

5

0

0

0

4

.

4

.

7

9

4

.

9

0

5

9

5

.

0

.

0

0

0

.

0

0

0

.

0

0

2

7

1

3

2

4

8

2

8

4

3

0

4

2

3

9

1

6

3

2

3

8

4

9

2

3

2

4

3

4

3

1

2

6

4

0

1

8

1

7

6

2

2

1

9

4

7

3

7

2

0

1

0

5

4

1

1

1

2

4

5

2

9

7 8 3

1

5

2

5

Source/Calculation: J.2.1

Year: 2004


®US, Dollars

7007


Final Report

215

Quartile 4

3.48 <= 6.90



Field Service

Mean

1.75

Quartile 1

0.00 <= 0.00

Quartile 2

0.00 <= 1.06

Quartile 3

1.06 <= 3.48

Rate

7.00

9

0

6

.

6.00

5.00

4.00

3

.

4

7

5

0

3

.

5

4

3

.

1

1

4

.

9

0

4

.

2

1

5

.

3.00

2.00

4

7

1

.

4

8

1

.

7

0

1

.

0

8

2

.

2

3

2

.

1.00

0.00

0

.

0

0

0

.

0

0

8

1

3

3

0

0

.

0

0

0

.

0

0

0

.

0

0

0

.

0

0

0

.

0

0

0

.

0

0

2

7

4

0

2

4

8

2

8

1

6

0

.

0

0

3

2

0

.

5

2

0

.

0

.

6

5

2

9

1

8

1

2

1

7

2

3

4

9

2

2

3

1

3

8

2

6

3

2

2

4

6

4

7

1

9

2

0

3

7

1

0

5

4

1

1

4

2

4

5

3

9

3

4

7 3

1

5

2

5

4


Year: 2004


®US, Dollars

7411


Final Report

216

Quartile 4

1.47 <= 3.56



Contact Center

Mean

0.84

Quartile 1

0.00 <= 0.00

Quartile 2

0.00 <= 0.38

Quartile 3

0.38 <= 1.47

Rate

4.00

3.50

2

0

3

.

5

6

3

.

3.00

2.50

0

1

2

.

2.00

1.50

1.00

0.50

0.00

0

.

0

0

0

.

0

0

8

3

1

2

3

0

.

0

0

0

.

0

0

0

.

0

0

0

.

0

0

0

.

0

0

0

.

0

0

2

7

4

0

2

2

8

4

8

3

2

0

.

0

0

0

0

1

.

1

.

1

1

3

3

1

.

4

4

1

.

5

0

1

.

3

8

0

.

7

0

0

.

0

.

0

0

0

.

0

0

3

4

1

6

1

3

2

6

3

0

1

7

3

7

4

9

4

7

1

8

1

.

5

4

6

0

1

.

2

4

2

2

1

9

3

8

3

9

4

2

5

6

1

5

3

2

0

2

9

1

0

4

5

4

2

1

2

1

4

1

5 7


Year: 2004


®US, Dollars

7412


Final Report

217

Quartile 4

1.69 <= 6.10



Credit & Collections

Mean

1.06

Quartile 1

0.00 <= 0.00

Quartile 2

0.00 <= 0.00

Quartile 3

0.00 <= 1.69

Rate

7.00

1

0

6

.

6.00

5.00

5

0

4

.

4.00

5

2

3

.

3.00

6

0

2

.

9

7

1

.

0

0

2

.

2.00

1

.

0

5

3

0

1

.

4

0

1

.

1.00

0.00

0

.

0

0

0

.

0

0

8

2

3

1

8

0

.

0

0

0

.

0

0

0

.

0

0

0

.

0

0

0

.

0

0

0

.

0

0

1

3

2

7

4

0

2

2

2

3

1

0

.

0

0

0

.

0

0

0

.

0

0

0

.

0

0

0

.

0

0

4

8

2

8

3

2

1

6

1

2

0

.

0

0

3

0

3

4

4

7

1

7

4

9

2

6

3

8

1

9

3

7

3

9

2

5

6

1

5

3 7 4

2

9

2

0

4

5

4

2

1

4

1

5

1

0

2

4


Year: 2004


®US, Dollars

50217


Final Report

218



Billing

Mean

0.58

Quartile 1

0.00 <= 0.00

Quartile 2

0.00 <= 0.00

Quartile 3

0.00 <= 0.89

Rate

3.50

3.00

Quartile 4

0.89 <= 3.29

8

7

2

.

9

0

2

.

3

.

2

9

2.50

2.00

1.50

1.00

8

5

0

.

0

.

9

0

9

8

0

.

0

0

1

.

0.50

0.00

0

.

0

0

0

.

0

0

8

2

3

1

8

0

.

0

0

0

.

0

0

0

.

0

0

0

.

0

0

0

.

0

0

0

.

0

0

1

3

3

0

2

7

4

0

2

3

1

0

.

0

0

0

.

0

0

0

.

0

0

0

.

0

0

0

.

0

0

4

8

2

8

3

8

3

2

2

6

0

.

0

0

0

.

0

0

1

6

2

2

1

7

2

4

4

9

3

7

1

9

4

7

4

5

2

5

6

1

5

3 7

3

4

4

3

9

2

0

4

2

1

2

1

4

1

5

1

0

2

9


Year: 2004


®US, Dollars

50216


Final Report

219

Quartile 4

0.36 <= 13.60


Lost Time Incident Rate

Payment Services

Mean

1.15

Quartile 1

0.00 <= 0.00

Quartile 2

0.00 <= 0.00

Rate

14.00

Quartile 3

0.00 <= 0.36

.

6

1

3

0

12.00

10.00

8.00

6.00

8

3

4

.

4.00

2.00

0.00

0

.

0

0

0

.

0

0

0

.

0

0

0

.

0

0

0

.

0

0

0

.

0

0

0

.

0

0

0

.

0

0

1

.

0

0

1

.

6

8

0

.

0

0

0

.

0

0

0

.

0

0

0

.

0

0

0

.

0

0

0

.

0

0

7

2

0

.

4

8

2

3

1

8

1

3

3

0

2

7

4

0

3

1

2 8

1

7

3

8

3

2

2

6

2

2

4

7

4

9

1

6

1

9

4

5

2

5

6

1

5

3 7

2

4

3

4

4

3

9

2

8

4

2

1

2

1

4

1

5

1

0

3

7

2

0

2

9


Year: 2004


®US, Dollars

1000620


Final Report

220

Quartile 4

1.62 <= 10.30



All Customer Service

Mean

1.66

Quartile 1

0.00 <= 0.29

Quartile 2

0.29 <= 0.73

Quartile 3

0.73 <= 1.62

Rate

12.00

.

3

1

0

0

10.00

4

1

8

.

8.00

6.00

4

.

1

8

7

0

4

.

5

.

4

0

4.00

2.00

0.00

0

.

0

0

0

.

0

0

0

.

0

0

0

.

0

0

0

.

0

0

0

.

0

9

2

4

0

.

0

.

2

8

0

.

3

2

0

.

3

4

0

.

3

4

0

.

3

4

3

8

0

.

6

6

0

.

6

6

0

.

0

.

7

9

0

.

7

9

8

2

0

.

0

1

1

.

0

6

1

.

2

2

1

.

1

.

5

4

6

5

1

.

1

.

9

5

2

9

2

.

8

2

7

2

4

8

2

8

2

5

4

1

1

6

6

3

9

3

0

4

2

1

3

4 1

2

3

4

0

3

2

1

8

1

7

3

1

4

9

2

4

3

8

2

2

4

7

3

4

1

9

3

7

2

6

2

0

1

0

5

1

2

4

5

2

9

7 3

1

5


Year: 2004


®US, Dollars

7413


Final Report

221

Quartile 4

16.70 <= 26.67


OSHA Recordable Incident Rate

Meter Reading

Mean

10.70

Quartile 1

0.00 <= 5.29

Quartile 2

5.29 <= 7.84

Quartile 3

7.84 <= 16.70

Rate

30.00

25.00

20.00

15.00

10.00

5.00

0.00

.

6

2

6

7

2

1

.

8

4

.

2

2

2

0

.

9

2

2

0

.

3

0

1

8

1

8

.

5

4

.

1

0

1

5

9

.

8

1

1

2

0

0

.

.

1

6

1

2

7

7

3

.

4

.

7

9

4

.

8

8

0

8

5

.

5

0

5

.

5

3

5

.

6

0

5

.

8

4

5

.

3

8

6

.

7

.

8

4

7

0

9

.

5

0

3

.

0

.

0

0

4

8

4

0

7

1

7

3

0

1

6

3

4

6 4

2

3

2

8

2

4

4

7

3

1

4

9

3

2

3

8

2

6

2

2

3

7

1

9

2

1

8

4

5

2

5

2

7

1

5

3 8

1

3

3

9

2

0

4

2

1

2

1

4

1

5

1

0

2

9


Year: 2004


®US, Dollars

7008


Final Report

222

Quartile 4

8.66 <= 16.37



Field Service

Mean

5.23

Quartile 1

0.00 <= 1.13

Quartile 2

1.13 <= 4.61

Quartile 3

4.61 <= 8.66

Rate

18.00

16.00

.

4

1

4

0

.

3

1

6

7

14.00

12.00

.

5

0

1

0

10.00

9

1

8

.

8

.

9

4

9

.

5

4

8.00

5

3

5

.

8

5

6

.

9

2

7

.

6.00

1

0

4

.

4

.

2

2

4.00

4

7

1

.

0

8

2

.

2

.

5

9

2.00

0

.

0

0

0.00

8

4

0

0

.

0

0

0

.

0

0

4

8

2

8

0

.

0

0

0

.

0

0

1

6

3

0

0

2

1

.

1

7

1

2

2

3

1

8

2

9

2

5

.

0

0

7

0

5

.

6

4

7

2

4

4

9

3

1

2

2

3

8

2

6

1

9

3

2

4

5

1

3

2

5

2

7

1

5

3 7 4

3

9

2

0

4

2

1

4

1

5

1

0

3

7

3

4


Year: 2004


®US, Dollars

7414


Final Report

224

Quartile 4

2.28 <= 8.60



Contact Center

Mean

1.77

Quartile 1

0.00 <= 0.00

Quartile 2

0.00 <= 0.62

Quartile 3

0.62 <= 2.28

Rate

9.00

6

0

8

.

8.00

7.00

6.00

5.00

0

9

5

.

5

3

5

.

3

2

6

.

4.00

3.00

2

0

2

.

2

.

3

1

6

7

2

.

2.00

5

0

0

.

5

3

0

.

7

0

0

.

1

1

1

.

1

1

1

.

5

4

1

.

1.00

0

.

0

0

0.00

7

0

.

0

0

2

3

4

8

0

.

0

0

0

.

0

0

3

1

8

0

.

0

0

0

.

0

0

0

.

0

0

0

.

2

4

2

8

1

6

3

2

4

7

5

0

0

.

1

3

3

7

2

6

1

7

3

0

4

0

3

4

1

8

2

4

3

8

2

2

4

9

1

9

4

5

2

5

6

2

7

1

5

3 2 4

3

9

2

0

4

2

1

2

1

4

1

5

1

0

2

9


Year: 2004


®US, Dollars

7415


Final Report

225




Mean

3.43

Quartile 1

0.00 <= 0.00

Quartile 2

0.00 <= 0.15

Quartile 3

0.15 <= 3.86

Rate

25.00

Quartile 4

3.86 <= 22.56

.

5

2

2

6

20.00

15.00

.

6

1

1

0

.

2

1

3

0

10.00

5.00

0.00

0

3

7

.

8

0

7

.

8

1

3

.

3

.

8

8

0

.

0

0

0

.

0

0

0

.

0

0

0

.

0

0

0

.

0

0

0

.

0

0

3

0

0

.

5

7

1

.

6

8

1

.

9

7

1

.

0

.

0

0

0

.

0

0

0

.

0

0

0

.

0

0

0

.

0

0

7

2

3

1

8

1

3

4

8

3

1

8

2

8

3

2

1

6

1

2

4

7

3

0

2

2

1

7

3

7

4

9

3

8

3

4

1

9

2

6

4

0

3

9

2

5

6

2

7

1

5

3 2 4

2

9

2

0

4

5

4

2

1

4

1

5

1

0

2

4


Year: 2004


®US, Dollars

50219


Final Report

226



Billing

Mean

1.07

Quartile 1

0.00 <= 0.00

Quartile 2

0.00 <= 0.00

Quartile 3

0.00 <= 1.15

Rate

7.00

7

0

6

.

6.00

Quartile 4

1.15 <= 6.70

5.00

3

.

9

9

4

.

5

2

4.00

3.00

2.00

1.00

0.00

0

.

0

0

0

.

0

0

8

2

3

1

8

0

.

0

0

0

.

0

0

0

.

0

0

0

.

0

0

0

.

0

0

0

.

0

0

1

3

3

0

4

0

4

8

2

8

7

0

.

0

0

2

.

6

1

7

5

1

.

0

.

9

0

0

.

9

5

0

.

0

0

0

.

0

0

0

.

0

0

0

.

0

0

3

8

3

2

2

6

1

6

1

7

3

7

3

1

2

4

4

9

2

2

1

9

4

5

2

5

6

2

7

1

5

3 2

3

4

4

3

9

2

0

4

2

4

7

1

2

1

4

1

5

1

0

2

9


Year: 2004


®US, Dollars

50218


Final Report

227

Quartile 4

2.88 <= 9.66



Payment Services

Mean

1.71

Quartile 1

0.00 <= 0.00

Quartile 2

0.00 <= 0.00

Quartile 3

0.00 <= 2.88

Rate

10.00

9.00

8.00

7.00

5

0

8

.

6

6

9

.

6.00

5.00

4.00

3.00

2.00

8

7

2

.

8

9

2

.

3

7

3

.

1.00

0

.

0

0

0.00

8

2

3

0

.

0

0

0

.

0

0

1

8

1

3

0

.

0

0

0

.

0

0

4

0

3

1

0

.

0

0

0

.

0

0

0

.

0

0

0

.

0

0

4

8

1

7

3

8

3

2

0

.

0

0

0

.

0

0

2

6

7

2

2

4

9

1

9

1

6

4

5

2

5

3

0

6

2

7

1

5

3 2

2

4

3

4

4

3

9

2

8

4

2

4

7

1

2

1

4

1

5

1

0

3

7

2

0

2

9


Year: 2004


®US, Dollars

1000621


Final Report

228

Quartile 4

4.78 <= 12.10




Mean

3.54

Quartile 1

0.00 <= 0.99

Quartile 2

0.99 <= 2.71

Quartile 3

2.71 <= 4.78

Rate

14.00

.

1

1

2

0

12.00

10.00

8.00

6.00

4.00

2.00

0.00

5

6

6

.

6

.

8

7

9

0

7

.

6

2

8

.

8

.

9

6

3

0

2

.

5

4

2

.

5

8

2

.

5

8

2

.

8

3

2

.

2

5

3

.

5

3

3

.

8

6

3

.

3

.

9

7

4

.

7

0

7

6

4

.

4

.

7

9

8

2

4

.

2

8

0

.

5

0

0

.

5

5

0

.

0

.

6

3

0

.

9

7

0

6

1

.

9

6

1

.

0

4

2

.

0

.

0

0

0

.

0

0

7

9

0

.

8

4

8

2

5

1

3

4

1

6 4

1

6

1

7

3

0

2

3

4

7

2

8

4

2

3

9

7

2

7

3

1

2

4

1

3

4

4

0

3

2

3

7

3

8

4

9

2

2

2

1

8

1

9

2

0

1

0

5

1

2

4

5

2

9

2

6

3

1

5


Year: 2004


®US, Dollars

7416


Final Report

228.1


Vehicular Accident Rate per 1,000,000 Miles

Meter Reading

Mean

14.34

Quartile 1

0.00 <= 4.98

Quartile 2

4.98 <= 6.57

Quartile 3

6.57 <= 16.23

Quartile 4

16.23 <= 82.00

Rate

90.00

8

2

.

0

0

80.00

70.00

60.00

50.00

40.00

30.00

3

1

9

.

.

9

1

9

3

.

6

2

4

3

.

2

3

1

5

20.00

10.00

0

.

0

0

0.00

4

8

4

6

2

1

.

0

5

3

.

1

7

2

3

4

.

0

7

5

.

2

8

6

3

8

5

.

8

1

6

.

2

5

6

.

4

0

7

4

6

.

1

8

2

2

1

6

4

9

8

.

1

6

.

0

1

5

0

2

8

3

4

3

1

4

7

3

0

2

5

2

9

2

7

4

0

1

9

1

5

3 2 8 7

2

4

1

3

2

6

2

0

3

9

4

5

4

2

1

2

1

4

1

5

1

0

3

7

3

2


Year: 2004


®US, Dollars

7009


Final Report

229



Field Service

Mean

7.15

Quartile 1

0.00 <= 3.13

Quartile 2

3.13 <= 6.97

Quartile 3

6.97 <= 9.38

Quartile 4

9.38 <= 23.87

Vehicular Accident Rate

25.00

.

8

2

3

7

20.00

15.00

10.00

5.00

0.00

7

.

6

2

3

8

9

.

8

8

9

.

.

8

1

0

0

6

.

9

7

8

.

5

6

1

1

3

.

3

.

1

3

3

9

4

.

2

8

5

.

0

.

0

0

0

.

0

0

2

8

4

8

4

9

3

8

2

3

6

2

9

1

6

1

2

1

8

1

7

3

0

3

1

3

2

1

3

2

5

2

7

4

0

1

9

1

5

3 2

2

2

8 4

2

4

2

0

2

6

3

4

3

9

4

5

4

2

4

7

1

4

1

5

1

0

3

7

7


Year: 2004



7417

Final Report

230




Mean

3.03

Quartile 1

0.00 <= 0.00

Quartile 2

0.00 <= 0.00

Quartile 3

0.00 <= 2.21

Quartile 4

2.21 <= 22.87

Rate

25.00

.

8

2

2

7

20.00

15.00

10.00

4

.

4

1

1

0

6

.

5.00

0.00

0

.

0

0

0

.

0

0

0

.

0

0

0

.

0

0

0

.

0

0

0

.

0

0

0

.

0

0

0

.

0

0

1

7

4

8

1

8

2

3

3

1

2

8

1

6

4

9

3

8

3

4

3

0

4

2

6

2

9

3

9

4

5

4

2

4

7

1

2

1

4

1

5

1

0

3

2

2

0

2

4

1

3

2

5

6

2

7

4

0

1

9

1

5

3 2

2

2

8 7

3

7


Year: 2004



50221

Final Report

231




Mean

7.07

Quartile 1

0.00 <= 4.19

Quartile 2

4.19 <= 5.80

Quartile 3

5.80 <= 8.40

Quartile 4

8.40 <= 21.10

Rate

25.00

.

1

2

1

0

20.00

.

1

1

6

9

15.00

10.00

5.00

6

4

3

.

7

0

3

.

9

6

3

.

1

9

4

.

6

3

4

.

6

3

4

.

9

0

4

.

8

0

5

.

6

.

0

6

7

.

7

9

8

2

7

.

4

0

8

.

8

.

5

7

7

5

8

.

0.00

0

.

0

0

4

8

2

7

3

8

4

9

2

3

4

2

3

9

7

3

4

1

7

2

8

1

6

1

3

4

1

1

8

3

1

3

0

3

2

2

5

6

4

0

1

9

1

5

3 2

2

2

4

2

4

2

0

2

6

2

9

4

5

4

7

1

2

1 5

1

0

3

7

8


Year: 2004


®US, Dollars

7419


Final Report

232

Quartile 4

136.1 <= 330.3


Lost Time Severity Index

Meter Reading

Mean

89.7

Quartile 1

0.0 <= 5.0

Quartile 2

5.0 <= 43.2

Lost Time - Meter Reading

Quartile 3

43.2 <= 136.1

350.0

8

.

3

1

7

0

.

3

3

3

300.0

250.0

5

.

3

2

1

200.0

150.0

100.0

50.0

0.0

9

.

1

5

6

1

2

8

.

3

5

.

5

8

.

8

.

0

5

8

.

1

7

1

9

1

.

8

0

.

0

0

.

0

0

.

0

3

.

5

.

5

1

6

.

5

2

8

4

8

4

2

8

2

6

6

3

2

1

7

7

1

8

1

6

2

3

1

9

3

4

2

4

4

0

3

1

3

9

2

5

3

0

2

7

1

5

3 2

2

2

8

3

8

1

3

2

9

2

0

4

5

4

2

4

7

1

2

1

4

1

5

1

0

3

7

4

9


Year: 2004

®US, Dollars

6523


Final Report

233

Quartile 4

100.7 <= 327.6



Field Service

Mean

72.0

Quartile 1

0.0 <= 2.6

Quartile 2

2.6 <= 14.6

Lost Time - Field Service

Quartile 3

14.6 <= 100.7

350.0

7

.

3

2

6

300.0

250.0

7

.

9

2

0

6

.

6

2

2

2

2

9

.

4

200.0

150.0

100.0

50.0

0.0

.

0

6

5

0

.

0

0

.

0

3

.

5

4

.

8

1

0

.

1

.

1

1

9

2

3

.

4

.

8

2

8

0

.

0

0

.

0

5

.

5

8

1

6

4

8

2

8

2

6

2

9

6

1

8

1

7

2

3

1

2

4

7

1

9

3

2

3

1

2

4

4

9

1

3

2

5

3

0

2

7

4

0

1

5

3 2

2

2

4

3

8

2

0

3

4

3

9

4

5

4

2

1

4

1

5

1

0

3

7

7


Year: 2004

®US, Dollars

6524


Final Report

234

Quartile 4

30.7 <= 137.7



Contact Center

Mean

24.7

Quartile 1

0.0 <= 0.0

Quartile 2

0.0 <= 0.0

Lost Time - Call Center

Quartile 3

0.0 <= 30.7

140.0

1

3

5

.

4

7

.

1

3

7

120.0

100.0

.

0

9

0

80.0

60.0

3

9

.

1

4

2

.

0

40.0

2

2

.

4

20.0

0.0

0

.

0

0

.

0

0

.

0

0

.

0

0

.

0

0

.

0

0

.

0

0

.

0

0

.

0

0

.

0

0

.

6

0

.

7

2

.

2

8

2

3

4

0

3

1

4

8

2

8

7

3

2

3

4

1

6

6

2

6

4

1

3

1

9

4

7

1

7

1

8

2

4

3

9

3

0

2

7

1

5

3 2

2

2

3

8

2

5

2

9

2

0

4

5

4

2

1

2

1

4

1

5

1

0

3

7

4

9


Year: 2004

®US, Dollars

6525


Final Report

235

Quartile 4

0.0 <= 56.1




Mean

4.5

Quartile 1

0.0 <= 0.0

Quartile 2

0.0 <= 0.0


Quartile 3

0.0 <= 0.0

60.0

.

1

5

6

50.0

40.0

30.0

20.0

1

2

.

5

10.0

0.0

0

.

0

0

.

0

8 4

2

3

0

.

0

0

.

0

0

.

0

0

.

0

0

.

0

0

.

0

1

8

1

3

6

3

1

4

8

2

8

0

.

0

0

.

0

0

.

0

0

.

0

0

.

0

7

3

2

1

6

1

2

2

6

2

.

6

5

.

2

3

4

1

7

1

9

2

9

3

0

2

7

4

0

1

5

3 2

2

2

3

8

2

5

4

9

2

0

3

9

4

5

4

2

4

7

1

4

1

5

1

0

3

7

2

4


Year: 2004

®US, Dollars

50222


Final Report

236

Quartile 4

0.0 <= 374.2



Billing

Mean

23.6

Quartile 1

0.0 <= 0.0

Quartile 2

0.0 <= 0.0


Quartile 3

0.0 <= 0.0

400.0

4

.

3

7

2

350.0

300.0

250.0

200.0

150.0

100.0

50.0

0.0

0

.

0

0

.

0

0

.

0

0

.

0

0

.

0

0

.

0

0

.

0

0

.

0

.

1

1

0

.

2

1

6

0

.

0

0

.

0

0

.

0

0

.

0

0

.

0

0

.

0

8 4

2

3

1

8

1

3

6

3

1

4

8

2

8

7

3

2

2

6

3

4

1

6

2

4

1

7

1

9

3

9

3

0

2

7

4

0

1

5

3 2

2

2

3

8

2

5

2

9

2

0

4

5

4

2

4

7

1

2

1

4

1

5

1

0

3

7

4

9


Year: 2004

®US, Dollars

50223


Final Report

237

Quartile 4

0.0 <= 198.7



Payment Servics

Mean

13.9

Quartile 1

0.0 <= 0.0

Quartile 2

0.0 <= 0.0


Quartile 3

0.0 <= 0.0

200.0

180.0

160.0

140.0

8

.

1

9

7

120.0

100.0

80.0

60.0

40.0

20.0

0.0

0

.

0

0

.

0

0

.

0

0

.

0

0

.

0

0

.

0

0

.

0

0

.

0

0

.

0

0

.

0

0

.

0

0

.

0

0

.

0

9

.

7

3

4

2

6

3

2

7

1

7

8

4

8

6

1

3

1

8

2

3

4

3

1

1

6

1

9

3

9

3

0

2

7

4

0

1

5

3 2

2

2

3

8

2

4

2

5

2

9

2

8

4

5

4

2

4

7

1

2

1

4

1

5

1

0

3

7

2

0

4

9


Year: 2004

®US, Dollars

1000622


Final Report

238




Mean

25.2

Quartile 1

0.0 <= 0.0

Quartile 2

0.0 <= 9.5

All Customer Service

Quartile 3

9.5 <= 25.8

140.0

4

.

1

3

3

120.0

9

6

.

4

9

9

.

5

100.0

Quartile 4

25.8 <= 134.3

80.0

60.0

40.0

20.0

0.0

.

8

3

5

4

2

.

0

.

3

1

9

.

3

2

0

2

2

.

4

0

.

0

0

.

0

0

.

0

0

.

0

0

.

7

2

.

4

9

.

5

9

.

5

9

.

9

0

.

0

0

.

0

1

.

1

8

1

8

2

7

4

8

2

8

3

2

4

2

5

3

4

3

9

4

2

1

6

2

3

7

1

3

1

7

4

7

2

4

3

1

1

9

2

9

6

4

0

1

5

3 2

2

2

3

8

3

0

2

6

2

0

4

5

1

2

1

4

1

5

1

0

3

7

4

9


Year: 2004

®US, Dollars

9112


Final Report

239


OSHA First Aid Incident Rate

Question

1. Meter Reading:

2. Field Service:

3. Call Center:


5. Billing:


100. All Customer Service:

1 2 3 4 5 6 7 8

1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9

-

-

-

-

-

-

-

3

4.

5

6.

3

-

0.

0

-

-

-

-

-

-

-

-

2.

2

-

0.

0

-

0.

0

-

-

1

2.

3

-

-

1.

7

6.

6

1.

7

-

-

0.

4

-

0.

3

2.

1

-

0.

0

2.

9

-

0.

0

-

0.

0

-

-

0.

0

-

0.

8

-

0.

0

-

4.

7

-

1.

1

-

-

3.

1

-

1.

4

-

0.

0

-

0.

0

-

0.

0

-

0.

0

-

0.

8

-

6.

7

5.

8

1.

5

0.

0

0.

0

0.

0

1

7.

5

1

9.

5

2

2.

3

1

7.

-

-

-

-

-

2.

2

0.

6

0.

5

0.

3

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

0.

0

0.

0

8.

7

2

0.

4

-

-

0.

9

-

1

4.

7

1.

1

5.

1

4.

4

0.

0

0.

9

0.

0

0.

0

0.

0

0.

0

-

-

-

-

1

4.

8

-

-

-

0.

8

-

2.

3

-

1.

9

-

0.

0

0.

0

-

3.

3

0.

0

-

3.

6

-

0.

0

0.

0

0.

0

0.

0

0.

0

0.

0

0.

0

-

-

-

-

-

-

3

2.

0

8.

5

0.

0

0.

0

-

-

-

-

-

-

-

-

-

-

-

9.

0

0.

0

-

1.

3

0.

0

-

-

0.

0

-

-

-

-

-

-

-

0.

0

1

2.

0

0.

0

-

-

Average:

9

4

3

2

2

2

4


Year: 2004


1000573

Final Report

240


Most Successful Initiatives for Reducing Injuries/Illnesses

1 = Lowest, 5 = highest

Question

1 2 3 4 5 6 7 8

1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9

1. Training:

1 4 5 4 3 5 5 4 2 4 5 3 4 2 4 2 1 4 3 4 1 2 3 4

2. Formal Safety Meetings:

4 3 3 1 2 4 3 3 3 3 3 3 1 3 4 4 4 3 4 2 3 1 2 5 -

3. Umbrellas for Field Personnel:

2 2 5 1 1 -

4. Connecting Safety Goals and

Profit Sharing Plan:

5. Daily Tailgate Meetings:

2 3 1 2 5 1 4 5 5 3 3 4 -

1 3 4 1 2 5 5 5 5 5 5 -

6. Peer-to-Peer Behavioral

Observation :

7. Modified Duty:

2 1 5 3 1 3 5 4 3 3

1 -

Total

79

71

11

38

41

30

1


Year: 2004


1000029

Final Report

241



1 = Lowest, 5 = highest

Question

1 2 3 4 5 6 7 8

1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9

8. Ergonomics Program:

2 3 1 2 2 2 -

9. Communicate Near Misses:

3 4 1 4 1 1 1 4 1 2 3 1 4 4 3 -

10. Defensive Driving Training:

2 2 1 5 1 1 2 1 5 4 2 4 4 5

11. Dog Training:

5 2 5 3 3 2 2 2 1 1 1

12. Safety Audits and Incident

Review s:

99. Other:

5 5 1 5 4 2 4 4 5 2 3 5 2 2 5 5 1 2

5 5 4 -

Total:

12

37

39

27

62

14


Year: 2004


1000302

Final Report

242



1 = lowest, 5 = highest

Q: Please rank your most successful initiatives for reducing injuries/ illnesses in the field environment?

safety communications

Senior mgmt review every lost time or restricted duty injury w ith employees supervisor


Year: 2004


9106

Final Report

242.1

Health & Safety

Successful Initiatives for Reducing Injuries/Illnesses

Rank the Top Five (1 = Lowest, 5 = Highest)


Question

1 2 3 4 5 6 7 8

1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9

1. Training:

8. Ergonomics Program:

3 1 5 3 4 4 3 4 4 4 5 2 4 5 1 1 1 2 5 1 4 2

2. Formal Safety Meetings:

3. Umbrellas for Field Personnel:

0 -

4. Connecting Safety Goals and

Profit Sharing Plan:

5. Daily Tailgate Meetings:

4 3 1 3 3 5 2 5 2 2 1 4 0 -

4 0 -

6. Peer-to-Peer Behavioral

Observation :

7. Modified Duty:

2

-

4 5 2 4 5 5 4 1 2 2 3 2 4 3 1 2 3 2 5 -

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

5

-

-

-

-

1 -

4

-

1

-

-

-

1

-

3

-

-

-

-

3

3

-

2

4 -

-

-

-

4

5

-

4

-

-

-

3

-

-

-

-

-

0

1

4

-

3 1 2 3 2 5 5 5 1 1 1 4 5 5 3 3 5 4 5 5 3 5

9. Communicate Near Misses:

1 2 2 2 1 2 5 1 1 4 2 0 -

10. Defensive Driving Training:

3 2 4 0 -

11. Dog Training:

0 -

12. Safety Audits and Incident

Review s:

99. Other:

5

-

-

5 -

-

-

-

-

4

-

1

4

4

5 -

2

-

1

-

2

-

1

-

3

5

4

-

3

-

3

-

2

-

-

-

-

-

1

-

5

-

3

-

3

1 -

-

-

-

-

-

-

-

-

3

-

2

-

3

1

Total

37

13

9

0

76

23

55

21

68

59

0

35

4


Year: 2004


1000518

Final Report

243


Features of Safety Program with the Most Positive Impact On

Safety Record in the Field

Please rank the top five (1 = lowest, 5 = highest)

Question

1 2 3 4 5 6 7 8

1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9

1. Corporate Goals Tied To

Employee Compensation:

2. Corporate Incentives For

Management:

3. Corporate Incentives For

Employees:

4. Safety Meetings:

1

-

5

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

2 -

-

1

-

-

-

4

5 -

-

2

-

-

5

-

-

3

-

-

-

-

-

-

-

-

-

-

-

-

-

5

-

-

-

5

4 -

-

-

-

-

-

-

-

-

-

-

4 -

-

-

-

-

-

-

-

-

4

5

3

-

-

-

-

2

-

-

-

-

2

-

-

3

-

-

-

-

4

2

-

-

-

-

-

-

4 2 2 3 4 1 5 4 3 5 3 3 4 5 1 5 2 1 2 3 5 -

5. Safety Training:

3 5 3 5 3 2 3 5 5 4 2 4 4 2 5 1 2 3 1 3 1 1 4 3

6. In-House Driver Training:

7. Driver Training By Third Party:

2 -

8. Ergononic

Training/Assessment:

-

3 3 5 4 0 5

2 3 2 3 3 -

Total

31

20

20

67

74

20

2

13


Year: 2004


50004

Final Report

244





Question

1 2 3 4 5 6 7 8

1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9

9. First Aid Training:

10. Accident Review s:

5 4 3 4 1 1 1 5 4 2 4 2 1 2 2 5 3 4 2 -

11. Close-call Review s:

4 1 1 1 1 4 0 -

12. Surprise Safety Inspections:

1 3 0 -

13. Tool Testing:

1 5 -

14. Vehicle Inspections:

0 -

15. Office Workers Included In

Program:

16. CPR Training:

-

-

0 -

-

17. Rescue Training:

-

Total

0

0

6

0

0

12

4

0

55


Year: 2004


50005

Final Report

245





Question

1 2 3 4 5 6 7 8

1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9

18. Safety Audits By Outside

Consultants:

19. In-house Safety Audits:

-

20. Reminders/Posters, Banners,

Stickers:

21. Seat Belt Use Policy:

1 4 1 2 1

2 0 -

-

22. Website Safety Tracking &

Reporting:

23. Company Driver Policy:

3 2 5 4 4 3 3 3 1 0 1

-

-

-

-

-

-

-

-

-

-

-

-

-

1

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

1

-

2 -

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

2

-

4 -

-

-

-

4 -

-

-

-

0

-

2

24. Accident Prevention Manual:

2 1 2 5 5 -

25. Job Safety Analysis:

5 0 -

99. Other:

5 5 1 4 4

Total

0

29

1

15

9

2

15

5

19


Year: 2004


60004

Final Report

246




Q: What features of your Safety Program have had the most positive impact on your safety record in the field environment?

Root Cause Analysis

Root Cause Analysis

Safety Aw areness Manual (pocket-sized)

Safety communications


Year: 2004


1000303

Final Report

246.1


Safety Program Features Having Most Positive Impact on Safety

Record


Question

1. Corporate Goals Tied To Employee

Compensation:

2. Corporate Incentives For Management:

3. Corporate Incentives For Employees:

4. Safety Meetings:

5. Safety Training:

6. In-House Driver Training:

7. Driver Training By Third Party:

8. Ergononic Training/Assessment:

9. First Aid Training:

10. Accident Review s:

11. Close-call Review s:

12. Surprise Safety Inspections:

13. Tool Testing:

1 2 3 4 5 6 7 8

1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9

3 - 2 - 5 - 2 - 5 - 3 - 5 - 4 -

- 5 - 4 - 3 - 3 - 5 - 2 - 3 -

- 2 - 2 - 5 - 5 4 - 4 - 2 -

- 4 - 4 2 - 4 2 - 1 - 2 - 4 3 - 4 5 4 5 5 - 5 1 - 1 - 5 1

- 5 - 3 - 2 - 5 - 3 2 - 4 5 - 1 - 2 - 4 -

- 3 -

- 4 -

2 - 3 - 3 - 5 - 4 5 2 - 1 5 - 2 4 3 - 3 2 5 - 2 3 5

- 1 - 2 -

- 1 - 3 - 1 - 4 - 3 2 - 1 - 1 - 3 - 4 - 3

- 1 - 1 - 4 -

- 1 - 1 0 -

-

Total

29

36

3

4

59

25

24

62

3

26

6

2

0


Year: 2004


1000519

Final Report

247


Safety Program Features Having Most Positive Impact on Safety

Record


Question

1 2 3 4 5 6 7 8

1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9

14. Vehicle Inspections:

15. Office Workers Included In Program:

24. Accident Prevention Manual:

4 - 2 - 1 - 1 - 5 - 1 - 3 - 2 - 4 2 - 0 2

16. CPR Training (Manual):

17. Rescue Training:

18. Safety Audits By Outside Consultants:

19. In-house Safety Audits: 5 - 5 - 3 - 3 - 1 - 2 -

20. Reminders/Posters, Banners, Stickers: - - - - - - 1 4 - - - - - 4 1 2 - - 4 - - - 3 2 1 3 - - 5 - - - - - - - - - -

21. Seat Belt Use Policy: -

-

-

22. Website Safety Tracking & Reporting:

-

-

-

23. Company Driver Policy: -

-

-

- 3 - 1 -

25. Job Safety Analysis: -

-

- 1 - 1 -

99. Other:

1 - 3 4 5 - 3 - 4 - 4

Total

0

19

30

0

0

27

0

0

4

2

0

0

24


Year: 2004


1000723

Final Report

247.1


Safety Incentive Program

Q: Please describe your safety incentive program and include what your maximum payout is.

Each location is rew arded (progressively) for each year they are LTI free (20 years=$200/person). All staff w ith no LTI have a chance to w in a monthly, quarterly and annual draw prize (includes trip, premiums...)

Employee incentive program includes a safety component - annual incentive plan

For field empl., 2 hrs per quarter individual for no personal or preventable veh. accidents and 2 hrs per quarter for group not having any accidents. For office personnel, 2 hrs per quarter for group having no accidents.

Last year a quarterly incentive, w hich safety w as a part of the included reliability, customer satisfaction, and operating margins that had a maximum payout of $15

Luncheon and Individual Aw ards $100/employee

Measures the number of OSHA incidents per 100 employees. If a safety-related fatality occurs, a matching contribution w ill not be paid in the quarter the fatality occurred.

No OSHA's or PMVC's to recieve 2% payout.

Safety achievements aw arded depending on level of milestones reached. Safety incentives provided for years w ithout a DI, accident free travelling, achieving a certain % RAS score etc. R75-100/person/year

Safety is part of individuals performance and is considered in salary review & bonus management systems. Separate safety incentives are also provided to w ork groups & business units for there safety goal successes.

The OSHA Recordable Injury rate and Preventable Motor Vehicle Incident rate are components of the management Incentive Compensation Plan (ICP). In 2004, eac component represented (continued in Notes)

The OSHA Recordable Injury rate and Preventable Motor Vehicle Incident rate are components of the management Incentive Compensation Plan (ICP). In 2004, eac component represented (continued in Notes)

The program w e use typically looks tow ard group recognition associated w ith safety. Across the business unit, w e encourage local managers to plan on spendin roughly $100 per employee each year to promote safety.,

There is a safety component in the Management performance incentive plan that represents 40% of the department level goals. Payout is dependent on grade leve and degree of target achieved.

Varies: usually given in forms of meals or gift certificates not to exceed a certain dollar amount.


Year: 2004


60005

Final Report

248


Modified (Light) Duty Program

To Mitigate The Impact of Lost Time Due To Work Injury

Question

1. Yes:

2. No:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

88.9%

11.1%


Year: 2004


60006

Final Report

249

Health & Safety

Method Used to Successfully Reduce Lost-Time

By Using Modified Duty


Q: Please describe how you have successfully reduced your lost-time by using modified duty?

Abilty to keep trained staff even if only a limited amount of time.

Alternate w ork sight assignments such as office duties for field associates.

Applied to cases individually, have had shortened lost time w ith restricted/modified duty.

By offering alternative w ork in the office and the field.

Employees able to w ork light duty and remain at w ork.

Employees are kept at w ork instead of being sent home, therefore reducing lost time.

From 50/yr average to 15/yr average

From 50/yr to 15/yr average

I any employee w ho has temporary medical restrictions is required to return to w ork w ithin those restrictions

Injury Reporting Forms Package given to all Supervisors advocating ESRTW.

INSTEAD OF PEOPLE SITTING HOME, CERTAIN WORK IS ASSIGN THAT THEY CAN DO

Moderately - When possible bring back 1 - 2 employees a year.

Modify duty to meet Doctor restriction.

program has been in place for more than 10 years. Adminstered consistently.

Through the use of case management,. w orkers are brought back to modified duy ASAP

Very successful in reducing injuries in the field environment

W/C costs reduced by more than $500K/yr. Represented ees have 90 days; some cases extended if it appears ee can return w ithin a reasonable period of time.

Replaced after90 days +30 sick + 30 unpaid + 1 yr Leave of absence. Shortest period is 13 months.

W/C costs reduced by more than $500K/yr. Represented personnel have 90 days max. of limited duty. Then ee goes on lost time until medical condition is determined stable and ee can not return to w ork. Sometimes 2-3 years elapse before that occurs.,

We bring people in to perform w ork applicable to the restrictions the employee has.

We have return to w ork programs that provide for less strenuous jobs if possible. For call center, allow flexible schedules & resource sharing. Billing & Pymt svcs:modified w k schedule,changed/modified tasks,reassignments & monitor ee behavior & habits.


Year: 2004


60007

Final Report

250


Meter Reading Modified Duty Cases

Per Meter Reader

Mean

0.247

Quartile 1

0.000 <= 0.000

Quartile 2

0.000 <= 0.027

Quartile 3

0.027 <= 0.088

Quartile 4

0.088 <= 1.731

Cases Per Meter Reader

1.800

1

.

7

3

1

1.600

1.400

1.200

1.000

0.800

0.600

0.400

0.200

0

.

0

0

0

0.000

4

8

1

3

0

.

0

0

0

0

.

0

0

0

0

.

0

0

8

0

.

0

4

5

2

3

2

4

1

6

3

4

0

8

0

0

.

0

1

2

.

1

3

8

3

2

4

9

4

1

8

2

5

3

0

6

2

7

4

0

1

9

1

5

3 2

2

2

8

3

1

4

7

2

0

3

7

1

0

5

4

1

1

7

1

2

7

4

2

4

5

3

9

2

9

2

6

2

8

1

Source/Calculation: J.14.1/(G.4.1+G.4.2+G.4.3+G.4.4)

Year: 2004



9114

Final Report

251

Quartile 4

0.021 <= 0.097


Modified Duty Cases

Modified Duty Cases per Customer Service FTE

Mean

0.018

Quartile 1

0.001 <= 0.003

Quartile 2

0.003 <= 0.007

Quartile 3

0.007 <= 0.021

Cases per FTE

0.100

0.090

0.080

0.070

0

9

0

.

7

0.060

0.050

0

.

0

2

6

0

3

0

.

9

0.040

0.030

0

2

0

.

0

0.020

0.010

0

0

0

.

1

0.000

1

3

3

4

0

0

0

.

3

0

0

0

.

3

3

0

2

4

0

0

0

.

3

0

0

0

.

5

4

7

2

7

0

0

6

0

.

0

.

0

0

7

0

0

0

.

7

2

8

1

6

2

6

2

0

2

1

0

.

3

1

4

8

3

9

3

8

2

3

1

8

2

5

6

4

0

1

9

1

5

3

2

2

8 4 7

2

0

4

9

3

2

2

9

4

5

4

2

1

2

1

4

1

5

1

0

3

7

1

7

Source/Calculation: J.14.100/(SUM{G.2}+SUM{G.3}+SUM{G.4}+SUM{G.5}+SUM{G.6}+SUM{G.7}+SUM{G.8}+SUM{G.9}+SUM{G.10})

Year: 2004


9116

Final Report

252


Field Service Modified Duty Cases

Per FSR

Mean

0.105

Quartile 1

0.047 <= 0.086

Quartile 2

0.086 <= 0.126

Quartile 3

0.126 <= 0.134

Quartile 4

0.134 <= 0.143

Cases per FSR

0.160

0.140

0

2

6

.

1

1

4

0

.

3

0.120

0.100

0.080

0.060

0

4

0

.

7

0.040

0.020

0.000

3

9

1

8

4

8

4

0

3

1

1

7

8

2

2

2 3

3

8

1

9

2

4

2

7

6

3

0

2

5

1

3

2

3

4

1

5

4

2

2

0

3

7

1

0

5

4

1

1 7

4

7

2

8

4

5

2

9

1

6

3

4

2

6

3

2

4

9

1

2

Source/Calculation: J.14.2/(G.3.1+G.3.2+G.3.3+G.3.4+G.3.5)

Year: 2004



9113

Final Report

253


Contact Center Modified Duty Cases

Modified Duty Cases per Contact Center FTE

Mean

0.004

Quartile 1

0.000 <= 0.000

Quartile 2

0.000 <= 0.001

Quartile 3

0.001 <= 0.003

Quartile 4

0.003 <= 0.021

Modified Duty Cases per Rep

0.025

0

2

0

.

1

0.020

0.015

0.010

0.005

0.000

0

.

0

0

0

0

.

0

0

0

0

0

2

0

.

0

0

0

.

3

0

.

0

0

0

3

4

3

8

1

7

1

3

3

0

4

9

4

0

8

4

8

2

2

2 3

3

1

1

9

3

2

2

7

6

2

5

1

8

2

3

4

1

5

4

2

2

0

3

7

1

0

5

4

1

1 7

4

7

2

4

4

5

3

9

2

9

1

6

2

6

2

8

1

2

Source/Calculation: J.14.3/SUM{G.2}

Year: 2004



9115

Final Report

254

Quartile 3

0.000 <= 0.000

Quartile 4

0.000 <= 0.000



Modified Duty Cases per Billing FTE

Mean

0.000

Quartile 1

0.000 <= 0.000

Quartile 2

0.000 <= 0.000

Modified Duty Cases per FTE

1.000

0.900

0.800

0.700

0.600

0.500

0.400

0.300

0.200

0.100

0

.

0

0

0

0.000

3

4

3

2

0

.

0

0

0

0

.

0

0

0

0

.

0

0

0

0

.

0

0

0

4

9

2

4

3

8

1

7

0

.

0

0

0

0

.

0

0

0

8

3

0

0

.

0

0

0

0

.

0

0

0

0

.

0

0

0

0

.

0

0

0

1

3

1

8

2

3

1

6

4

2

5

6

2

7

4

0

1

9

1

5

3 2

2

2

4

8

3

1

2

6

2

8

2

9

3

9

4

5

4

2

4

7

1

2

1

4

1

5

1

0

3

7

2

0

7


Year: 2004


®US, Dollars

50224


Final Report

255

Quartile 4

0.000 <= 0.000



Modified Duty Cases per Payment Services

Mean

0.000

Quartile 1

0.000 <= 0.000

Quartile 2

0.000 <= 0.000

Quartile 3

0.000 <= 0.000

Modified Duty Cases per Rep

1.000

0.900

0.800

0.700

0.600

0.500

0.400

0.300

0.200

0.100

0

.

0

0

0

0.000

2

4

3

8

0

.

0

0

0

0

.

0

0

0

1

7

8

0

.

0

0

0

0

.

0

0

0

0

.

0

0

0

0

.

0

0

0

0

.

0

0

0

0

.

0

0

0

0

.

0

0

0

0

.

0

0

0

3

0

1

3

1

8

2

3

3

4

3

2

4

9

2

8

1

6

2

9

3

9

4

5

4

2

4

7

1

2

1

4

1

5

1

0

2

6

2

0

7

3

1

4

2

5

6

2

7

4

0

1

9

1

5

3 2

2

2

4

8

3

7


Year: 2004


®US, Dollars

1000623


Final Report

256

Quartile 4

0.000 <= 0.000



Modified Duty Cases per Payment Services FTE

Mean

0.000

Quartile 1

0.000 <= 0.000

Quartile 2

0.000 <= 0.000

Quartile 3

0.000 <= 0.000


1.000

0.900

0.800

0.700

0.600

0.500

0.400

0.300

0.200

0.100

0

.

0

0

0

0.000

3

4

2

4

0

.

0

0

0

0

.

0

0

0

1

3

4

0

3

1

8

4

8

2

2

2 3 7

1

9

3

8

2

7

6

3

0

2

5

1

8

2

3

4

1

5

4

2

2

0

3

7

1

0

5

4

1

1

1

7

4

7

2

8

4

5

3

9

2

9

1

6

2

6

3

2

4

9

1

2


Year: 2004


®US, Dollars

1000313


Final Report

257

Quartile 4

0.027 <= 0.184



Modified Duty Cases per Credit & Collections FTEs

Mean

0.028

Quartile 1

0.000 <= 0.000

Quartile 2

0.000 <= 0.000

Quartile 3

0.000 <= 0.027


0.200

0.180

0.160

0.140

1

8

0

.

4

0.120

0.100

0.080

0.060

0.040

0

2

0

.

7

0

4

1

0

.

0.020

0

.

0

0

0

0.000

3

2

8

0

.

0

0

0

0

.

0

0

0

0

.

0

0

0

0

.

0

0

0

4

8

1

3

1

8

3

1

0

.

0

0

0

3

4

4

9

3

8

2

6

2

3

2

5

3

0

6

2

7

4

0

1

9

1

5

3 2

2

2

1

7

4

2

4

2

8

1

6

2

9

3

9

4

5

4

2

4

7

1

2

1

4

1

5

1

0

3

7

2

0

7


Year: 2004


®US, Dollars

50225


Final Report

258

Health & Safety

Examples of The Types of Modified (Light) Duty

Made Available To CSRs


Question

1. Office Work:

2. Filing:

3. Mentoring:

4. Mail Room Work:

5. Correspondence Processing:

99. Other:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

83.3%

79.2%

25.0%

20.8%

37.5%

29.2%


Year: 2004


60008

Final Report

259

Health & Safety

Examples of The Types of Modified (Light) Duty

Made Available To CSRs


Q: Please provide examples of the types of modified (light) duty you make available to CSRs.

Anything

Back office billing account maintenance.

Case by Case determination.

No occurances in 2004

Provide for intermittent breaks

Reduce w ork day


Year: 2004


60303

Final Report

259.1


Types of Modified (Light) Duty Made Available to Field Service

Question

1. Office/Clerical Work:

2. Filing:

3. Mail Room Work:


5. Answ er Phones:

6. Mapping:

7. Security Help:

8. Safety:

9. Pick-up Reads:

99. Other:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

80.8%

53.8%

11.5%

11.5%

50.0%

30.8%

0.0%

26.9%

42.3%

19.2%


Year: 2004


100597

Final Report

260


Types of Modified (Light) Duty Made Available to Field Service

(Cont.)

Q: Please provide examples of the types of modified (light) duty you make available to Field Service.

Case by Case determination

Depending on restrictions (hours can w ork) may do regular w ork.

Job Shadow ing, assisting other field service w orkers.


Year: 2004


60301

Final Report

260.1


Types of Modified (Light) Duty Made Available to Meter Readers

Question

1. Office/Clerical Work:

2. Filing:

3. Mail Room Work:


5. Answ er Phones:

6. Special Reads:

7. Update Maps; Revise Route

Maps:

99. Other:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

91.7%

45.8%

12.5%

20.8%

37.5%

70.8%

41.7%

25.0%


Year: 2004


100598

Final Report

261


Types of Modified (Light) Duty Made Available to Meter Readers

(Cont.)

Q: Please provide examples of the types of modified (light) duty you make available to Meter Readers.

Depending on restrictions (hours can w ork) may do regular w ork.

In the Christiana headquarters, they are used as a rider in the 2 men areas for the Service Department

Safety project w ork

Safety project w ork


Year: 2004


60300

Final Report

261.1


Reduction In The Number of Hours of Lost Time Last Year

Mean

8,911

Quartile 1

51,592 => 2,445

Quartile 2

2,445 => 1,668

Quartile 3

1,668 => 288

Quartile 4

288 => 12

Hours Reduced

60,000

,

5

5

1

9

2

50,000

40,000

30,000

,

8

2

8

5

6

20,000

10,000

0

6

3

6

2

,

8

7

1

,

2

8

7

1

,

2

1

,

4

6

4

4

8

0

2

2

4

1

0

0

1

2

4

9

3

8

3

0

4

2

3

9

1

7

1

2

1

6

2

8

4

1

8 4

2

3

1

8

1

3

2

5

6

2

7

4

0

1

9

1

5

3 2

3

1

4

8

2

0

7

2

4

3

2

2

6

3

4

2

9

4

5

4

7

1 5

1

0

3

7

2

2


Year: 2004

®US, Dollars

60009


Final Report

262


Percent Reduction of Lost Time Last Year

Mean

51.8%

Quartile 1

100.0% => 60.8%

Quartile 2

60.8% => 46.0%

Quartile 3

46.0% => 38.3%

Quartile 4

38.3% => 10.0%

Percent

100.0%

90.0%

1

0

0

.

0

%

1

0

0

.

0

%

80.0%

70.0%

60.0%

50.0%

40.0%

30.0%

.

0

6

3

%

6

0

.

0

%

.

0

5

0

%

.

0

4

6

%

.

0

4

6

%

.

0

4

6

%

.

0

4

0

%

.

0

3

3

%

2

8

.

0

%

20.0%

.

0

1

0

%

10.0%

0.0%

2

8

1

7

1

2

3

8

4

1

4

2

3

9

4

9

2

3

0

1

6

4

7

8 4

2

3

1

8

1

3

2

5

6

2

7

4

0

1

9

1

5

3

3

1

4

8

2

0

7

2

4

3

2

2

6

3

4

2

9

4

5

1 5

1

0

3

7

2

2


Year: 2004

®US, Dollars

60011


Final Report

263


Policy On How Long An Employee May Remain On Light Duty

Before They Are Permanently Replaced

Question

1. No Specific Policy :

2. No Limit:

3. 3-4 Months:

4. 6 Months:

5. 1 Year :

6. Indefinite/Case-by-Case:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

29%

0%

11%

11%

0%

50%


Year: 2004


60012

Final Report

264

Health & Safety

Disciplinary Actions Used for Safety Violations


Question

1. Yes:

2. No:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

89.7%

10.3%


Year: 2004


60013

Final Report

265


Degree Customer Service is Involved in Contractor Safety

Question

1. Do not monitor contractor safety:

2. Monitor contractor safety record:

3. Implemented safety standards for contractors:

4. Provide safety training to contractors:

5. Conduct safety audits of contractors:

6. Use contractor safety record to determine eligibility for granting or renew ing a contract:

99. Other:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

8.7%

52.2%

26.1%

17.4%

8.7%

4.3%

17.4%


Year: 2004


60015

Final Report

266


Degree Customer Service is Involved in Contractor Safety (Cont.)

Q: To what degree is Customer Service involved in contractor safety?

Contractor safety guidelines issued w ith every contract

Internal Service Provider - supply chain management

Monitored by EHS Dept.

Provide contract ee's w /training (ergo) & tailboards w ith non-contract ee's. Same safety standards as set for our ow n ee's. Evaluate safety measures w hen review ing contract renew al.


Year: 2004


60304

Final Report

266.1


Total Availability Rate for Employees

(Total Reg Hrs Paid Minus Non-Work Hrs Paid) ÷ Total Reg Hrs Paid

Question

1. Call Center:

2. Meter Reading:

3. Field Service:

4. Billing:




8. CS Support Staff:

9. Total Customer Service:

1 2 3 4 5 6 7 8

1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9

-

-

-

-

-

-

-

-

-

0

9

9

%

1

0

%

9

4

%

9

7

%

9

5

%

%

9

4

%

9

6

9

2

%

9

5

-

-

-

-

-

-

-

-

-

%

8

5

%

8

5

%

8

2

%

8

2

%

7

8

%

%

8

3

%

7

7

7

9

%

8

1

%

8

6

%

%

8

8

%

8

8

%

8

6

%

9

5

8

6

%

7

4

-

8

6

%

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

%

8

2

%

8

5

%

7

6

%

7

5

%

7

6

%

8

2

%

8

5

%

8

1

0

%

-

-

-

-

8

7

%

8

9

%

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

%

8

7

%

8

7

8

4

%

8

7

%

8

7

%

8

4

%

-

-

-

-

-

-

%

9

8

%

9

8

%

9

8

%

9

8

%

9

8

%

%

9

8

%

9

5

9

9

%

9

8

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

%

7

7

%

8

6

7

8

%

8

4

%

8

9

%

8

2

%

8

7

%

9

6

%

-

Average:

88%

88%

89%

85%

77%

87%

87%

89%

88%


Year: 2004


1000429

Final Report

267

Health & Safety

Programs to Reduce Stress and Illness Absence


Q: What programs have you initiated to reduce stress and illness absence?

1 scheduled day off per month and w e have a ftiness room located at the head office.

Corporate health and w ellness program.

Employee Assistance Program

Employee Assistance programs (EAP) conduct aw areness in identified areas

Ergonomic Clinic

Ergonomic w ork station evaluations

Formal Attendance Improvement Program

FPL has a corporate Wellness program w hich includes clinics, w ellness seminars, gyms, etc. FPl also has an Employee Assistance Program designed to assist employees dealing w ith stress in either their personal life or w ork.

HEALTH ENHANCEMENT INITIATIVE

No specific programs except those provided by Safety and Loss

Partnered w ith Robert Wood Johnson University Hospital Outreach Program. Holding visioning sessions w ith employees to discuss and address root cause of stress.

Regular breaks and w alk arounds.

Safety Health & Claims Wellness Program:Employee Assistance Program

Special presentations on formal safety meetings

Training, Videos, CBTs

We have a corporate Wellness department that focuses upon educating employees on w ellness. They distribvute information and hold education seminars/events

They also administer a health program subsidy w hich (continued in Notes)

We have a corporate Wellness department that focuses upon educating employees on w ellness. They distribvute information and hold education seminars/events

They also administer a health program subsidy w hich (continued in Notes)

Weekly massages. Remote reporting closer to home.

Work out facilities.


Year: 2004


1000430

Final Report

268

Health & Safety

Total Days Illness Absence Per FTE Experienced


Question

1. Call Center:

2. Meter Reading:

3. Field Service:

4. Billing:




8. Support Staff:

9. Total Customer Service:

1 2 3 4 5 6 7 8

1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9

Average:

-

1

7

-

2

0

5 3 3 6 7 4 9

-

1

2

-

2

0

1

1

1 8 5 7 3 1

-

1

2

0 2 7 2 7 5 -

-

1

4

-

1

3

3 3 2 8 7 3 -

1

9

9 -

1

8

0 2 4 5 7 3 -

1

1

-

1

3

-

1

6

1 0 0 7 7 4 -

1

0

4 0 4 2 0 6 7 -

1

6

8

8

5

8

7

7

5

6 5 0 0 4 7 4 7 4

-

1

3

-

1

4

5 1 5 6 7 7 7


Year: 2004


1000496

Final Report

269


Focus Area: Field Safety Statistics


Pg. 270. (314) OSHA Lost Time Incident Rate - Meter Reading

Pg. 271. (315) OSHA Lost Time Incident Rate - Field Service

Pg. 272. (316) OSHA Lost Time Incident Rate - Field Credit & Collections

Pg. 273. (317) OSHA Lost Time Incident Rate - All High Risk Customer Service

Pg. 274. (318) OSHA Recordable Incident Rate - Meter Reading

Pg. 275. (319) OSHA Recordable Incident Rate - Field Service

Pg. 276. (320) OSHA Recordable Incident Rate - Field Credit & Collections

Pg. 277. (321) OSHA Recordable Incident Rate - All High Risk Customer Service

Pg. 278. (322) Vehicular Incident Rate - Meter Reading

Pg. 279. (323) Vehicular Incident Rate - Field Service

Pg. 280. (324) Vehicular Incident Rate - Field Credit & Collections

Pg. 281. (325) Vehicular Incident Rate - All High Risk Customer Service

Pg. 282. (326) Lost Time Severity Index - Meter Reading

Pg. 283. (327) Lost Time Severity Index - Field Service

Pg. 284. (328) Lost Time Severity Index - Field Credit & Collections

Pg. 285. (329) Lost Time Severity Index - All High Risk Customer Service

Pg. 286. (330) OSHA First Aid Incident Rate -


XX

ID Number Used: Regular Focus Area: Field Safety Statistics


Meter Reading

Mean

3.5

Quartile 1

0.0 <= 0.8

Quartile 2

0.8 <= 2.2

Quartile 3

2.2 <= 4.2

Rate

14.0

.

5

1

2

.

0

1

3

12.0

.

5

1

0

10.0

Quartile 4

4.2 <= 13.0

8.0

6.0

4

.

8

5

.

6

3

.

5

4

.

0

4.0

2.0

0.0

0

.

0

0

.

0

2

8

1

3

2

7

0

.

0

0

.

6

0

.

7

0

.

8

0

.

9

1

.

2

2

5

7 4

3

0

1

6

3

2

1

.

4

2

.

0

2

.

5

2

.

7

3

.

3

2

3

2

4

3

4

3

1

2

6

1

8

1

7

2

2

1

9

4

7

2

4

5

4

0

1

5

3

4

8

8

3

8

4

9

6

3

9

2

0

4

2

1

2

1

4

1

5

1

0

3

7

2

9

Source/Calculation: K.3.1

Year: 2004

®US, Dollars

1000459


Final Report

270

Quartile 4

3.5 <= 6.9



Field Service

Mean

1.7

Quartile 1

0.0 <= 0.0

Quartile 2

0.0 <= 0.7

Quartile 3

0.7 <= 3.5

Rate

7.0

6

.

9

6.0

5

.

2

5.0

4.0

3

.

5

3

.

5

3

.

5

4

.

1

3.0

2.0

1

.

5

1

.

5

1

.

7

2

.

1

1.0

0.0

0

.

0

8

0

.

0

0

.

0

1

6

1

3

2

7

0

.

0

0

.

3

0

.

5

0

.

6

0

.

0

0

.

0

2

2

8

3

1

0

.

0

2

9

1

8

2

5

0

.

7

1

2

1

7

2

3

4

9

2

2

3

8

2

6

3

2

2

4

4

7

1

9

3

9

3

0

6

4

0

1

5

3

4

8

4

3

4

2

0

4

5

4

2

1

4

1

5

1

0

3

7

7


Year: 2004

®US, Dollars

1000584


Final Report

271

Quartile 4

1.6 <= 6.3



Field Credit & Collections

Mean

1.2

Quartile 1

0.0 <= 0.0

Quartile 2

0.0 <= 0.0

Quartile 3

0.0 <= 1.6

Rate

7.0

5

.

8

6

.

3

6.0

5.0

4.0

3.0

2

.

6

2

.

0

2

.

0

2.0

1

.

0

1

.

1

1

.

3

1.0

0.0

0

.

0

8

0

.

0

0

.

0

1

6

2

3

3

2

0

.

0

0

.

0

0

.

0

3

8

7

2

8

0

.

0

0

.

0

0

.

0

0

.

0

1

8

1

3

2

0

.

0

2

7

2

4

3

0

3

4

1

7

2

2

2

6

3

1

1

9

4

5

2

5

6

4

0

1

5

3

4

8

4

9

4

3

9

2

0

4

2

4

7

1

2

1

4

1

5

1

0

3

7

2

9


Year: 2004

®US, Dollars

1000585


Final Report

272

Quartile 4

1.7 <= 4.9



All High Risk Customer Service

Mean

1.1

Quartile 1

0.0 <= 0.0

Quartile 2

0.0 <= 0.7

Quartile 3

0.7 <= 1.7

Rate

5.0

4

.

9

4.5

4.0

3.5

3.0

2

.

5

2

.

7

3

.

0

2.5

2.0

1

.

7

1

.

7

1.5

1.0

0.5

0.0

0

.

0

8

0

.

0

0

.

0

1

3

2

7

3

2

0

.

0

0

.

6

0

.

7

0

.

7

0

.

2 0

.

0

0

.

0

2

2

8

4

1

1

6

7 1

0

.

8

2

3

2

4

1

8

1

7

3

1

2

6

6

3

4

2

5

3

0

4

0

1

9

1

5

3

2

2

4

8

4

4

9

2

0

2

9

3

9

4

5

4

2

4

7

1

2

5

1

0

3

7

3

8


Year: 2004

®US, Dollars

1000586


Final Report

273



Meter Reading

Mean

8.7

Quartile 1

0.0 <= 4.5

Quartile 2

4.5 <= 5.9

Quartile 3

5.9 <= 10.4

Rate

30.0

.

7

2

6

25.0

.

2

2

2

20.0

1

8

.

3

1

8

.

5

Quartile 4

10.4 <= 26.7

15.0

1

2

.

2

9

.

7

9

.

8

10.0

5.0

0.0

0

.

0

0

.

0

1

3

2

7

2

5

2

.

9

3

.

5

3

.

8

4

.

8

4

.

9

5

.

5

4

0

7

1

7

3

0

3

4

4

5

.

6

5

.

8

6

.

0

6

.

4

7

.

8

2

3

1

6

2

8

2

4

4

7

3

1

3

2

2

6

2

2

1

9

1

8

4

5

1

5

3 2

4

8

8

3

8

4

9

6

3

9

2

0

4

2

1

2

1

4

1

5

1

0

3

7

2

9


Year: 2004

®US, Dollars

1000460


Final Report

274

Quartile 4

6.9 <= 16.4



Field Service

Mean

4.7

Quartile 1

0.0 <= 1.0

Quartile 2

1.0 <= 3.1

Quartile 3

3.1 <= 6.9

Rate

18.0

16.0

.

4

1

4

.

4

1

6

14.0

12.0

10.0

8

.

9

9

.

5

1

0

.

5

8.0

6

.

3

6

.

8

5

.

7

6.0

4

.

1

4

.

2

4.0

2.0

0.0

1

.

0

1

.

5

2

.

1

0

.

0

0

.

0

8

2

7

3

1

0

.

0

0

.

0

0

.

0

1

6

2

8

3

0

1

7

1

2

2

5

2

.

4

2

.

6

3

.

1

2

3

1

3

1

8

2

9

4

7

4

9

2

4

2

2

3

8

2

6

1

9

3

2

3

9

6

4

0

1

5

3 2

4

8

4

3

4

2

0

4

5

4

2

1

4

1

5

1

0

3

7

7


Year: 2004

®US, Dollars

1000587


Final Report

275




Mean

5.2

Quartile 1

0.0 <= 0.0

Quartile 2

0.0 <= 2.0

Quartile 3

2.0 <= 8.4

Rate

25.0

2

2

.

6

.

1

2

3

20.0

Quartile 4

8.4 <= 23.1

15.0

.

2

1

3

10.0

9

.

0

9

.

5

7

.

8

5

.

5

5.0

0.0

0

.

0

0

.

0

8

1

6

2

3

0

.

0

0

.

0

0

.

0

0

.

0

0

.

0

0

.

0

1

3

3

2

2

7

7

2

8

3

0

1

.

6

2

.

0

2

.

3

2

.

6

1

7

1

8

2

4

2

2

3

4

3

8

1

9

2

6

4

0

3

1

4

5

2

5

6

1

5

3 2

4

8

4

9

4

3

9

2

0

4

2

4

7

1

2

1

4

1

5

1

0

3

7

2

9


Year: 2004

®US, Dollars

1000588


Final Report

276

Quartile 4

6.2 <= 14.3




Mean

4.2

Quartile 1

0.0 <= 0.5

Quartile 2

0.5 <= 3.3

Quartile 3

3.3 <= 6.2

Rate

16.0

.

3

1

4

14.0

12.0

10.0

7

.

9

8

.

8

9

.

3

8.0

6.0

4.0

2.0

0.0

2

.

0

2

.

5

2

.

9

0

.

0

0

.

0

8

1

3

2

7

0

.

0

0

.

2

0

.

6

3

2

4

1

2

3

1

7

1

6

7

3

.

8

3

.

9

5

.

5

5

.

6

2

4

6

2

8

3

1

1

1

8

2

6

3

4

2

5

3

0

4

0

1

9

1

5

3 2

2

2

4

8

4

4

9

2

0

2

9

3

9

4

5

4

2

4

7

1

2

5

1

0

3

7

3

8


Year: 2004

®US, Dollars

1000589


Final Report

277

Quartile 3

5.2 <= 13.6

Quartile 4

13.6 <= 31.3


Vehicular Incident Rate

Meter Reading

Mean

9.2

Quartile 1

0.0 <= 3.0

Quartile 2

3.0 <= 5.2

Rate

35.0

.

3

3

1

30.0

2

4

.

6

25.0

.

9

1

9

20.0

1

5

.

0

15.0

9

.

3 10.0

5.0

0.0

0

.

0

0

.

0

1

9

1

3

4

1

.

6

3

.

0

3

.

0

4

.

1

4

.

2

6

.

3

2

7

1

7

2

3

1

6

1

8

2

2

6

.

4

2

8

3

4

3

1

4

7

3

0

2

6

6

4

0

1

5

3 2

4

8

8 7

3

8

2

4

2

5

3

2

2

0

2

9

3

9

4

5

4

2

1

2

1

4

1

5

1

0

3

7

4

9


Year: 2004

®US, Dollars

1000461


Final Report

278

Quartile 3

7.8 <= 10.1

Quartile 4

10.1 <= 15.5



Field Service

Mean

6.8

Quartile 1

0.0 <= 1.5

Quartile 2

1.5 <= 7.8

Rate

16.0

.

6

1

3

.

5

1

5

14.0

12.0

10.0

8

.

6

9

.

4

9

.

9

.

8

1

0

8.0

7

.

0

6.0

4

.

4

4.0

2

.

0

2.0

0.0

0

.

0

0

.

0

1

9

1

3

2

8

0

.

0

2

7

2

3

2

9

1

2

1

8

1

7

3

0

1

6

3

1

4

3

2

2

6

3

4

3

9

4

5

4

2

4

7

1

4

1

5

1

0

4

9

2

0

2

4

2

5

6

4

0

1

5

3 2

2

2

4

8

8 7

3

8

3

7


Year: 2004

®US, Dollars

1000590


Final Report

279

Quartile 3

0.7 <= 6.0

Quartile 4

6.0 <= 37.2




Mean

6.4

Quartile 1

0.0 <= 0.0

Quartile 2

0.0 <= 0.7

Rate

40.0

.

2

3

7

35.0

30.0

25.0

20.0

15.0

.

9

2

2

10.0

5.0

0.0

1

.

4

3

.

0

0

.

0

0

.

0

2

8

1

7

1

9

0

.

0

0

.

0

0

.

0

0

.

0

1

3

1

8

2

3

1

6

3

8

2

7

6

.

0

6

.

1

3

4

3

0

3

1

2

6

2

5

6

4

0

1

5

3 2

2

2

4

8

8 7

2

4

4

3

2

2

0

2

9

3

9

4

5

4

2

4

7

1

2

1

4

1

5

1

0

3

7

4

9


Year: 2004

®US, Dollars

1000591


Final Report

280

Quartile 4

8.6 <= 21.1




Mean

7.3

Quartile 1

0.0 <= 4.2

Quartile 2

4.2 <= 6.9

Rate

25.0

20.0

.

5

1

8

.

1

2

1

Quartile 3

6.9 <= 8.6

15.0

10.0

5.0

4

.

2

4

.

9

5

.

3

6

.

9

7

.

8

8

.

6

8

.

6

8

.

8

0.0

0

.

0

0

.

0

1

9

2

7

1

3

0

.

0

2

3

7 6

1

7

2

8

4

1

1

6

1

8

3

1

3

0

2

6

2

5

4

0

1

5

3 2

2

2

4

8

8

3

8

2

4

4

3

2

2

0

3

4

2

9

3

9

4

5

4

2

4

7

1

2

1 5

1

0

3

7

4

9


Year: 2004

®US, Dollars

1000592


Final Report

281

Quartile 4

103.0 <= 330.3



Meter Reading

Mean

76.8

Quartile 1

0.0 <= 5.2

Quartile 2

5.2 <= 50.1

Rate

Quartile 3

50.1 <= 103.0

350.0

0

.

3

3

3

300.0

250.0

5

.

3

2

1

200.0

150.0

100.0

50.0

0.0

6

.

1

3

5

9

.

1

5

6

.

1

4

2

.

0

5

8

.

0

6

5

8

3

.

9

9

1

.

8

.

5

2

8

0

.

0

0

.

0

0

.

0

3

.

5

5

.

8

8

.

8

1

3

2

7

2

8

2

6

1

9

3

2

7

2

5

1

8

4

7

1

6

2

3

1

7

3

4

2

4

3

1

2

9

3

0

6

4

0

1

5

3 2

2

2

4

8

8 4

4

9

2

0

3

9

4

5

4

2

1

2

1

4

1

5

1

0

3

7

3

8


Year: 2004

®US, Dollars

1000462


Final Report

282

Quartile 4

24.7 <= 327.6



Field Service

Mean

44.2

Quartile 1

0.0 <= 0.0

Quartile 2

0.0 <= 7.4

Rate

Quartile 3

7.4 <= 24.7

350.0

7

.

3

2

6

300.0

250.0

6

.

6

2

2

200.0

150.0

100.0

50.0

0.0

0

.

0

0

.

0

0

.

0

0

.

0

3

.

5

1

0

.

1

.

5

1

4

.

1

1

9

2

3

.

4

.

8

2

8

.

2

4

9

0

.

0

0

.

0

4

.

8

8

1

6

1

3

2

7

2

8

3

1

2

6

2

9

1

8

1

9

1

7

2

3

1

2

2

5

3

2

2

4

3

4

3

0

6

4

0

1

5

3 2

2

2

4

8

7 4

4

9

2

0

3

9

4

5

4

2

4

7

1

4

1

5

1

0

3

7

3

8


Year: 2004

®US, Dollars

1000593


Final Report

283

Quartile 4

11.9 <= 568.4




Mean

68.8

Quartile 1

0.0 <= 0.0

Quartile 2

0.0 <= 1.3

Rate

Quartile 3

1.3 <= 11.9

600.0

8

.

5

6

4

500.0

400.0

300.0

2

.

4

2

9

200.0

5

.

1

3

4

100.0

0.0

0

.

0

0

.

0

0

.

0

0

.

0

0

.

0

0

.

0

0

.

0

2

.

6

5

.

2

.

1

1

0

.

5

1

2

2

8

1

6

3

2

7 8

2

7

2

3

2

6

3

4

2

4

1

7

1

8

3

1

1

9

2

9

1

3

2

5

3

0

6

4

0

1

5

3 2

2

2

4

8

4

4

9

2

0

3

9

4

5

4

2

4

7

1

2

1

4

1

5

1

0

3

7

3

8


Year: 2004

®US, Dollars

1000594


Final Report

284

Quartile 4

49.2 <= 250.6




Mean

45.1

Quartile 1

0.0 <= 0.0

Quartile 2

0.0 <= 23.9

Rate

Quartile 3

23.9 <= 49.2

300.0

2

5

0

.

6

250.0

200.0

150.0

9

6

.

4

100.0

50.0

0.0

.

5

2

8

.

0

4

1 .

3

4

7 .

9

5

4

0

.

0

0

.

0

0

.

0

0

.

0

3

.

0

.

3

1

9

2

8

3

2

8

2

7

2

6

2

3

7

1

6

1

8

1

7

2

4

3

1

3

4

1

3

2

5

3

0

6

4

0

1

9

1

5

3 2

2

2

4

8

4

4

9

2

0

2

9

3

9

4

5

4

2

4

7

1

2

1

4

1

5

1

0

3

7

3

8


Year: 2004

®US, Dollars

1000595


Final Report

285

ID Number Used: REGULAR Focus Area: Field Safety Statistics

OSHA First Aid Incident Rate

Question

1. Meter Reading:

2. Field Service:

3. Field Credit & Collections:

100. All High Risk Customer

Service:

1 2 3 4 5 6 7 8

1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9

Average:

-

6.

5

-

3.

6

-

6.

7

5.

8

-

2.

2

-

1

4.

7

5.

1

6.4

-

0.

4

7.

8

-

3.

2

-

1.

5

1

7.

5

-

0.

6

-

0.

0

4.

4

-

-

0.

0

-

0.

0

2

5.

2

-

0.

3

-

2.

9

0.

0

-

4.4

4.7

-

6.

5

-

3.

1

-

2.

9

-

0.

9

-

6.

5

0.

0

3.3


Year: 2004


1000574

Final Report

286


Customer Satisfaction


Pg. 287. (332) Customer Satisfaction Measurement -

Pg. 288. (333) JD Power Score -

Pg. 293. (334) JD Power Score - Electric: Overall Customer Satisfaction Index

Pg. 294. (335) JD Power Overall Satisfaction Score - Electric

Pg. 295. (336) JD Power Overall Satisfaction Score - Gas

Pg. 297. (337) Areas Where Customer Satisfaction is Measured -

Pg. 298. (338) Determining Residential Customer Satisfaction -

Pg. 299. (339) Residential Customer Satisfaction Information Regularly Gathered -

Pg. 300. (340) Measures of Residential Customer Satisfaction Tracked - For Contact Center Transactions

Pg. 301. (341) Measures of Residential Customer Satisfaction Tracked - For Field Service Transactions

Pg. 302. (342) Techniques Used To Regularly Survey Residential Customers Satisfaction on their Transactions -

Pg. 303. (343) Determining Which Residential Customers Will Participate in the Survey -

Pg. 304. (344) Techniques Used To Regularly Survey Commercial/Industrial Customers Satisfaction Levels -

Pg. 305. (345) Percent of Customers Surveyed Responding to Customer Satisfaction Questions -

Pg. 306. (346) Areas Mandated by Commission or Regulatory Agency to Attain Service Levels or Satisfaction Levels -


XXI

ID Number Used: Regular Customer Satisfaction

Customer Satisfaction Measurement

Question

1. JD Pow er:

2. ASCI:

3. Internal Measures:

4. Market Strategies Inc.:

99. Other:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

61.1%

11.1%

66.7%

22.2%

33.3%

Source/Calculation: L.2.1

Year: 2004


50285

Final Report

287


JD Power Score

Question

1. Electric: Customer Service:

2. Electric: Billing and Payment:

3. Electric: Pow er Quality and

Reliability:

4. Electric: Price and Value:

5. Electric: Company Image:

7. Electric: Communications

Satisifaction Index:

1 2 3 4 5 6 7 8

1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9

Average:

-

1

1

1

1

1

0

1

1

4

-

1

0

6

-

1

0

0

1

0

2

1

0

8

1

0

8

-

1

1

8

-

1

0

7

-

1

0

2

-

1

0

1

9

9

1

0

8

-

9

1

106

-

1

0

7

9

7

1

0

7

-

1

0

5

-

9

9

9

9

1

0

7

9

0

-

1

0

1

-

9

9

-

9

9

-

1

0

7

1

0

3

1

0

7

-

1

0

0

-

-

1

0

5

9

9

9

7

-

9

8

-

9

5

9

8

1

0

3

1

0

3

-

9

2

-

9

1

-

9

8

-

1

0

0

9

4

1

0

3

-

-

-

1

0

7

8

7

1

0

7

-

1

0

4

-

9

6

9

9

1

0

4

9

4

-

9

4

-

9

7

-

9

9

-

1

0

9

1

0

3

1

0

4

-

-

1

1

1

8

8

1

0

5

-

1

0

5

-

9

6

9

8

1

0

4

9

5

-

9

0

-

9

5

-

9

8

-

1

1

0

1

0

1

1

0

4

-

-

9

4

-

1

0

0

-

102

98

100

100

97


Year: 2004



1000035

Final Report

288


JD Power Score

Electric: Overall Customer Satisfaction Index

Mean

98.3

Quartile 1

113.0 => 104.0

Quartile 2

104.0 => 98.0

Quartile 3

98.0 => 94.0

Rating

120.0

3

.

1

1

0

7

.

1

0

0

100.0

6

.

1

0

0

4

.

1

0

0

4

.

1

0

0

4

.

1

0

0

2

.

1

0

0 .

0

9

9

9

8

.

0

9

8

.

0

9

8

.

0

.

0

9

7

.

0

9

7

.

0

9

6

.

0

9

5

.

0

9

4

.

0

9

4

.

0

9

1

.

0

9

0

.

0

8

9

.

0

8

9

Quartile 4

94.0 => 89.0

80.0

60.0

40.0

20.0

0.0

2 4

3

0

1

8

3

2

6

1

3

3

1

2

7

4

0

1

7

2

4

1

6

1

9

2

5

2

2

5 8

2

3

1

0

1

3

9

3

4

8

7

3

8

4

9

2

6

1

5

2

9

2

8

4

5

4

2

4

7

1

2

4

1

3

7

2

0

3

4


Year: 2004


®US, Dollars

1000036


Final Report

293


JD Power Overall Satisfaction Score

Electric

Mean

99.1

Quartile 1

113.0 => 104.0

Quartile 2

104.0 => 100.5

Quartile 3

100.5 => 94.0

Quartile 4

94.0 => 89.0

Rating

120.0

3

.

1

1

0

7

.

1

0

0

100.0

7

.

1

0

0

6

.

1

0

0

5

.

0

1

0

4

.

1

0

0

4

.

1

0

0

2

.

1

0

0

2

.

1

0

0

2

.

1

0

0

2

.

1

0

0 .

0

9

9

9

8

.

0

.

0

9

7

.

0

9

7

.

0

9

4

.

0

9

4

.

0

9

1

.

0

9

0

.

0

8

9

.

0

8

9

.

0

8

9

80.0

60.0

40.0

20.0

0.0

2 4

3

0

3

4

2

7

3

2

6

1

3

2

5

4

0

1

9

3

1

1

7

2

4

1

6

7

2

2

8

2

3

1

0

3

8

1

4

2

1

5

3

4

8

4

9

2

6

2

9

1

8

4

5

2

8

4

7

1

2

4

1

5

3

7

2

0

3

9


Year: 2004


®US, Dollars

9959


Final Report

294


JD Power Overall Satisfaction Score

Gas

Mean

99.7

Quartile 1

114.0 => 105.3

Quartile 2

105.3 => 99.5

Quartile 3

99.5 => 93.0

Quartile 4

93.0 => 87.0

Rating

120.0

4

.

1

1

0

0

.

1

1

0

100.0

6

.

1

0

0

5

.

0

1

0

1

.

0

1

0

0

.

0

1

0

.

0

9

9

.

0

9

5

9

3

.

0

9

3

.

0

9

3

.

0

8

7

.

0

80.0

60.0

40.0

20.0

0.0

4

9

1

2

4

2

4

5

3

1

7

2

2

3

9

3

2

3

8

1

8

8

2

4

2

3

1

3

2

5

3

0

6

2

7

4

0

1

9

1

5

3 2 4

1

7

2

8

2

6

3

4

1

6

2

9

4

7

1

4

1

5

1

0

3

7

2

0

4

8


Year: 2004


®US, Dollars

50234


Final Report

295


Areas Where Customer Satisfaction is Measured


Question

1. Overall Satisfaction:

2. Call Center-Telephone Answ ering:

3. New Service Connections:

4. Account Initiation:

5. Field Services:

6. Meter Reading:

7. Billing:

8. High Bill Follow -up:


10. Payment Processing:

11. Local offices:

99. Other:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

94.1%

88.2%

58.8%

47.1%

64.7%

38.2%

58.8%

35.3%

23.5%

11.8%

14.7%

29.4%


Year: 2004


50284

Final Report

297


Determining Residential Customer Satisfaction


Question

1. Do Not Determine:

2. Complaints:

3. Reply Cards:

4. Phone Surveys:

5. Mail Surveys:

6. Focus Groups:

99. Other:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

2.8%

22.2%

0.0%

94.4%

27.8%

25.0%

8.3%


Year: 2004


1000037

Final Report

298


Residential Customer Satisfaction Information Regularly

Gathered

Question

1. Do Not Gather:

2. Call Center:

3. Field Service:

4. Meter Reading:

5. Local Office:

6. Pay Stations:

7. Billing:

8. Trouble Calls:

9. New Construction:

10. Deregulation:

11. Products and Services Offered:

99. Other:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

11.1%

86.1%

66.7%

38.9%

22.2%

13.9%

63.9%

47.2%

41.7%

2.8%

16.7%

19.4%


Year: 2004



1000038

Final Report

299


Measures of Residential Customer Satisfaction Tracked

For Contact Center Transactions

Question

1. Do Not Measure:

2. Satisfaction With Call Handling:

3. Satisfaction With Resolution:

4. Time To Resolve:

5. Tracking To Completion:

6. CSR Courtesy and

Know ledge:

7. First Call Resolution:

8. Hold Time On Phone:

9. Complaints:

10. Other:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

8.6%

88.6%

85.7%

57.1%

28.6%

85.7%

77.1%

54.3%

22.9%

17.1%


Year: 2004



1000039

Final Report

300


Measures of Residential Customer Satisfaction Tracked

For Field Service Transactions

Question

1. None:

2. Scheduled Appointments Kept:

3. Field Resolution:

4. Wait Time For Appointments:

99. Other:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

27.3%

54.5%

42.4%

21.2%

33.3%


Year: 2004



1000040

Final Report

301


Techniques Used To Regularly Survey Residential Customers

Satisfaction on their Transactions

Question

1. Do Not Survey:

2. Phone Surveys Of Recent

Service Customers:

3. Mail Surveys Of Recent

Service Customers:

4. Phone Surveys Of Random

Sample:

5. Mail Surveys Of Random

Sample:

6. Complaints:

7. Monitoring:

8. Reply Cards:

9. Website:

10. IVR/VRU Option:

11. Focus Groups:

99. Other:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

8.6%

77.1%

22.9%

54.3%

14.3%

20.0%

17.1%

0.0%

5.7%

5.7%

8.6%

5.7%


Year: 2004



1000041

Final Report

302


Determining Which Residential Customers Will Participate in the

Survey

Question

1. Do Not Survey:

2. All Customers:

3. Random Sample Of All

Customers:

4. All Customers Who Have

Recently Received A Service:

5. Random Sample Of Customers

Who Have Recently Received A

Service:

99. Other:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

6.1%

0.0%

51.5%

12.1%

81.8%

3.0%


Year: 2004



1000042

Final Report

303


Techniques Used To Regularly Survey Commercial/Industrial

Customers Satisfaction Levels

Question

1. Do Not Survey:

2. Phone Surveys Of Recent

Service Customers:

3. Mail Surveys Of Recent

Service Customers:

4. Phone Surveys Of Random

Sample:

5. Mail Surveys Of Random

Sample:

6. Complaints:

7. Monitoring:

8. Reply Cards:

9. IVR/VRU Option:

10. Website:

11. Focus Groups:

12. Web-based/e-mail survey of recent or random customers:

99. Other:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

29.4%

35.3%

14.7%

35.3%

5.9%

17.6%

14.7%

0.0%

0.0%

8.8%

0.0%

23.5%

2.9%


Year: 2004



1000044

Final Report

304


Percent of Customers Surveyed Responding to Customer

Satisfaction Questions

Mean

56%

Quartile 1

100% => 88%

Quartile 2

88% => 54%

Quartile 3

54% => 30%

Quartile 4

30% => 21%


100%

1

0

0

%

90%

1

0

0

%

1

0

0

%

9

0

%

8

8

%

8

8

%

80%

70%

60%

50%

40%

30%

20%

6

5

%

6

5

% 6

0

%

5

8

%

5

4

%

4

8

%

4

0

% 3

5

%

3

5

% 3

0

%

2

7

%

2

5

%

2

5

%

2

3

%

2

1

%

10%

0%

1

2

2

9

1

7

4

1

4

2

3

9

3

2

1

8

2

4

7

7

2

0

2

5

2

4

3

4

1

0

2

2

3

0

1

6

1

3

3

7

4

8

4

2

3

6

2

7

4

0

1

9

3

1

3

2

8

8

3

8

4

9

2

6

4

5

1 5

1

5


Year:

®US, Dollars

1000045


Final Report

305


Areas Mandated by Commission or Regulatory Agency to Attain

Service Levels or Satisfaction Levels

Question

1. Overall Satisfaction:

2. Call Center-Telephone Answ ering:

3. New Service Connections:

4. Account Initiation:

5. Field Services:

6. Meter Reading:

7. Billing:

8. High Bill Follow -up:


10. Outage Responsiveness:

11. Payment Processing:

12. Local Offices:

13. Pay Agencies:

99. Other:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

6.3%

25.0%

6.3%

18.8%

0.0%

37.5%

18.8%

93.8%

25.0%

25.0%

37.5%

25.0%

6.3%

12.5%


Year: 2004


50286

Final Report

306


Consumer Affairs


Pg. 308. (349) Consumer Affairs Expense - Per Adjusted Customer

Pg. 309. (350) Consumer Affairs Expense (Including Pensions & Benefits) - Per Adjusted Customer

Pg. 310. (351) Consumer Affairs Expense per Adjusted Customer - Allocated by Commodity

Pg. 311. (352) Consumer Affairs Expense - Per Customer

Pg. 312. (353) Consumer Affairs Expense (Including Pensions & Benefits) - Per Customer

Pg. 313. (354) Consumer Affairs Expense per Customer - Allocated by Commodity

Pg. 314. (355) Consumer Affairs Expense - Per Complaint

Pg. 315. (356) Centralized Group Dedicated To Handling Customer Complaints -

Pg. 316. (357) Customer Complaint Handling -

Pg. 317. (358) Definition of a Complaint for Customer Service -

Pg. 318. (359) Escalated Complaint Defined -

Pg. 319. (360) Definition of a Formal Complaint -

Pg. 320. (361) Regulated By a Government Agency -

Pg. 321. (362) Number of Complaints Received Last Year - Complaints Per 100,000 Customers

Pg. 322. (363) Regulated Customer Complaints Received - Per Customer

Pg. 322.1. (364) Regulated Customer Complaints Received (Cont.) -

Pg. 323. (365) Regulatory Complaints Received - Per Adjusted Customer

Pg. 324. (366) Non-Regulated Customer Complaints Received - Per Customer

Pg. 324.1. (367) Non-Regulated Customer Complaints Received (Cont.) -

Pg. 325. (368) Unit Cost of Complaint to Regulator -

Pg. 326. (369) Unit Expense for a Customer Complaint Handled by Complaint Handling Group -

Pg. 327. (370) Unit Cost to Handle a Customer Complaint -

Pg. 328. (371) Percent of Total Complaints Received Last Year That Were Resolved -

Pg. 329. (372) Percent of Complaints Escalated To a Formal Level - Involving a Hearing With a Judge

Pg. 330. (373) Group Handling Complaints Involving Hearing with Judge -

Pg. 330.1. (374) Group Handling Complaints Involving Hearing with Judge (Cont.) -

Pg. 331. (375) Complaint Information Database -

Pg. 332. (376) Database Reports Used to Provide Feedback to Other Organizations -

Pg. 333. (377) Formal Root Cause Analysis Process -

Pg. 334. (378) FTEs Dedicated To Handling Complaints - Per 100,000 Customers

Pg. 335. (379) Complaints Handled Per Employee On a Weekly Basis - Completed And/Or Closed Out

Pg. 336. (380) Performance Goals To Resolve Complaints Within Specified Time-Frame -

Pg. 337. (381) Time Frame for Goal To Resolve Complaints -

Pg. 338. (382) Complaint Handling Process -

Pg. 339. (383) Service Guarantee Related to Complaints -

Pg. 340. (384) Customer Satisfaction Surveys on Resolution and Complaint Handling -


XXII


Consumer Affairs


Pg. 341. (385) Complaint Handling Group Has a Rewards Recognition (Incentive) Program -

Pg. 342. (386) Toll-Free Number Dedicated for Customer Complaints -

Pg. 343. (387) Cycle Time for Regulatory Complaint Completion in Days - Days


XXIII

Quartile 4

$0.29 <= $1.62

ID Number Used: Regular Consumer Affairs

Consumer Affairs Expense


Mean

$0.26

Quartile 1

$0.04 <= $0.09

Quartile 2

$0.09 <= $0.14

Quartile 3

$0.14 <= $0.29


$1.80

$1.60

$1.40

$1.20

$1.00

$0.80

$0.60

$0.40

$0.20

$0.00

2

7

1

5

5

4

1

3

4

2

2

3

9

4

4

5

1

3

4

7

2

2

3

0

4

9

2

4

7 6

2

3

2

5

3

1

1

9

3

2

1

0

1

6

1

8

1

7

3

7

2

6

2

8

2

0

1

1

2

2

9

3

4

3

8

8

4

8

4

0

Direct Labor Expense

Payroll Taxes

Materials

Contract Employee


Facilities

Vehicles

Technology


Other



Year: 2004



10039

Final Report

308


Consumer Affairs Expense (Including Pensions & Benefits)


Mean

$0.35

Quartile 1

$0.05 <= $0.09

Quartile 2

$0.09 <= $0.15

Quartile 3

$0.15 <= $0.35

Quartile 4

$0.35 <= $2.47


$2.50

$2.00

$1.50

$1.00

$0.50

$0.00

1

5

5

2

7

3

4

1

4

2

3

9

2 4

4

5

4

7

4

9

2

2

1

3

3

0

2

4

7

3

1

2

5

6

3

2

2

3

1

0

1

8

1

6

1

9

3

7

1

7

2

6

2

8

2

0

1

1

2

2

9

3

4

3

8

8

4

8

4

0


Payroll Taxes

Materials

Contract Employee

Facilities

Vehicles

Technology



Other


Pensions & Benefits


Year: 2004



1000161

Final Report

309


Consumer Affairs Expense per Adjusted Customer


Mean

$0.28

Quartile 1

$0.04 <= $0.10

Quartile 2

$0.10 <= $0.15

Quartile 3

$0.15 <= $0.31

Quartile 4

$0.31 <= $1.62


$1.80

$1.60

$1.40

$1.20

$1.00

$0.80

$0.60

$0.40

$0.20

$0.00

2

7

4

1

4

2

2

3

9

4

4

5

1

3

4

7

2

2

3

0

4

9

2

4

7 6

2

3

2

5

3

1

1

9

3

2

1

0

1

6

1

8

1

7

3

7

2

6

2

8

2

0

5 1

1

2

2

9

3

4

3

8

8

4

8

3

1

5

4

0

Water Other Electric Percentage Gas Percentage

Source/Calculation: (SUM{B.49}*B.50.1)/(SUM{A.3}+SUM{A.4}+SUM{A.5}+(SUM{A.6}+SUM{A.7}+SUM{A.8})*2+SUM{A.9}*3)

Year: 2004



9194

Final Report

310

Quartile 4

$0.35 <= $2.52



Per Customer

Mean

$0.32

Quartile 1

$0.04 <= $0.09

Quartile 2

$0.09 <= $0.15

Quartile 3

$0.15 <= $0.35


$3.00

$2.50

$2.00

$1.50

$1.00

$0.50

$0.00

2

7

4

1

3 5

1

5

4

2

2

3

9

4

4

5

1

3

4

7

3

0

4

9

2

4

2

2

6

2

3

2

5

7

3

2

3

1

1

9

1

0

1

6

1

8

1

7

3

7

2

6

2

8

2

0

1

1

2

2

9

3

4

3

8

8

4

8

4

0


Payroll Taxes

Materials

Contract Employee


Facilities

Vehicles

Technology


Other



Year: 2004



50356

Final Report

311


Consumer Affairs Expense (Including Pensions & Benefits)

Per Customer

Mean

$0.41

Quartile 1

$0.05 <= $0.09

Quartile 2

$0.09 <= $0.22

Quartile 3

$0.22 <= $0.35

Quartile 4

$0.35 <= $3.37


$3.50

$3.00

$2.50

$2.00

$1.50

$1.00

$0.50

$0.00

2

7

4

1

3 5

1

5

4

2

3

9

2 4

4

5

4

7

4

9

1

3

3

0

2

4

2

2

2

5

6 7

3

2

2

3

3

1

1

8

1

0

1

6

1

9

1

7

3

7

2

6

2

8

2

0

1

1

2

2

9

3

4

3

8

8

4

8

4

0


Payroll Taxes

Materials

Contract Employee

Facilities

Vehicles

Technology



Other


Pensions & Benefits


Year: 2004



1000162

Final Report

312


Consumer Affairs Expense per Customer


Mean

$0.35

Quartile 1

$0.04 <= $0.10

Quartile 2

$0.10 <= $0.21

Quartile 3

$0.21 <= $0.38

Quartile 4

$0.38 <= $2.52


$3.00

$2.50

$2.00

$1.50

$1.00

$0.50

$0.00

2

7

4

1

4

2

2

3

9

4

4

5

1

3

4

7

3

0

4

9

2

4

2

2

6

2

3

2

5

7

3

2

3

1

1

9

1

0

1

6

1

8

1

7

3

7

2

6

2

8

2

0

5 1

1

2

2

9

3

4

3

8

8

4

8

3

1

5

4

0

Electric Percentage Gas Percentage Other Water

Source/Calculation: (SUM{B.49}*B.50.1)/(SUM{A.3}+SUM{A.4}+SUM{A.5}+SUM{A.6}+SUM{A.7}+SUM{A.8}+SUM{A.9})

Year: 2004



9068

Final Report

313



Per Complaint

Mean

$295.21

Quartile 1

$62.14 <= $94.68

Quartile 2

$94.68 <= $153.15

Quartile 3

$153.15 <= $208.62

Expense per Complaint

$2,500.00

Quartile 4

$208.62 <= $2,416.25

$2,000.00

$1,500.00

$1,000.00

$500.00

$0.00

4

2

5

1

3

3

9

7

2

2

1

8

2

3

3

0

6

3

2

4

1

2

7

1

6

1

0

2

4

1

7

3

7

4

9

4

7

2

9

1

9

1

5

3 2

4

8

8

3

8

4

0

3

4

3

1

4

5

4

2

1

2

1 5

2

0

2

8

2

6

Complaints to Regulator Other Complaints Breakdow n Unavailable

Source/Calculation: SUM{B.49}/SUM{M.8}*(M.8.1/SUM{M.8})

Year: 2004



1000257

Final Report

314


Centralized Group Dedicated To Handling Customer Complaints

Question

1. Yes:

2. No:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

78.1%

21.9%

Source/Calculation: M.2.1

Year: 2004


60059

Final Report

315


Customer Complaint Handling

Q: If you do not have a centralized group dedicated to handling customer complaints, where are your complaints handled?

All Electric and Gas Utility level executive and Board of Public Utility complaints are forw arded and completed by our centralized team located in our Northern Call

Center.

Call Center, Billing, Credit, Payment Center, Call Center Support

Call Center, Branch Offices, Consumer Affairs

Centralised group only gets escalated customer complaints. Non-escalated gets handled by area staff

Consumer Affairs

Corporate Affairs, affected department, Presidents Office

Customer Service Supervisors and Field Supervisors

Customer Service.

In the customer contact center.

LOCAL LEVEL WHERE COMPLAINT OCCURRED

USUALLY STARTS IN CC & FORWARDED. SOMETIMES GOES DIRECTLY TO UPPER MANAGEMENT


Year: 2004


1000506

Final Report

316


Definition of a Complaint for Customer Service

Q: What is your definition of a complaint for customer service?

A call or letter received by the company stating dissatisfaction w ith prior service received or policy.

A communication from a customer expressing dissatisfaction w ith any aspect of our business

A complaint is an expression of dissatisfaction or protest that requires an investigation or follow -up.

A complaint is an unresolved customer issue pertaining to billing, credit, deposits, meter reading, service related matters as w ell as the customer's contact w ith the company.

A complaint is anytime a customer is dissatisfied w ith the response of the company w ith regards to company policy, action taken or mistakes w ith the particular situation.

A customer calling or w riting about some dispute w ith our service

A customer dispute that could not be settlled through first call resolution in our Call Center.

A customer service complaint comes in by phone or mail to the Executive level or the BPU that deals w ith credit, collection, billing, inquiry, and payment processing

A generalized expression of dissatisfaction during a service call.

A specific contact the company receives from a customer expressing dissatisfaction w ith the company's practices or policies, negative treatment received from a employee, or other issues causing customer dissatisfaction.

A specific contact the company receives from a customer expressing dissatisfaction w ith the company's practices, policies, negative treatment received from an employee or other issues causing customer dissatisfaction. Usually at the call center level.

All inquires received from regulatory agencies, customers and internal departments.

An escalated call w ithin the Call Centre.

Any complaint forw arded by a regulator, government agency, or company executive.

Any objection from an applicant or customer concerning a charge, facility, rule or other Commission-regulated acdtivity that requires an investigation or an account review and corrective action by the company

Complaints received from customers and escalated to Executives or Regulatory Agencies involving billing, service, rates, and other issues including payment arrangements.

Customer contacts the company to express dissatisfacton w ith service received.

Customer expressing dissatisfaction

Customer unable to resolve their issue.

Disputes or any unresolved issues,

DISSATISFIED CUSTOMER

Only escalated complaints are tracked. An escalated complaint is a customer complaint not resolved by the company & the customer contacts the regulators and


Year: 2004


60068

Final Report

317


Escalated Complaint Defined

Q: What is your definition of an escalated complaint?

A complaint that goes to the customer service manager, director, division head or city manager or council person.

A customer complaint not resolved by the company & the customer contacts the regulators and it is an issue under the control of the regulator.

A customer dispute or problem that is escalated through the Call Center, Executives, and or the Public Utility Commissionas w ell as consumer groups.

A specific call or letter received by the company, as opposed to a more generalized expression of dissatisfaction during a service call. Escalated complaints are customer issues that are raised or addressed to a higher level.

An escalated complaint is an issue that is sent to Customer Relations by internal referrals including senior management and executives or upon referral from a third party including, but not limited to regulatory bodies, such as the Public Utility Commi

An escalated complaint is anytime a customer's call is referred to someone beyond the first point of contact, usually a team lead or first line supervisor or the call goes to the Hotline w hich is executive level response.

An escalated complaint is one that has been raised to a higher level (to Customer Relations, the executive level, the PUC, a consumer affairs organization, a politica figure, etc.) w hen the customer has not received a response w hich is satisfactory.

An expression of dissatisfaction or protest that requires an investigation or follow -up, received by the Consumer Affairs department through the PSC or other approved channels such as Senior Management and other governmental agencies.

Any complaint forw arded to consumer affairs by a regulator, government agency, company executive, or agent.

Any complaint received by a Senior Executive of the Company or our Regulator.

Any complaint received from a regulatory agency, executive or claims.

Any complaint that is not resolved on the front line

Beyond the Contact Centre ; ie to our Executive Action Team or Customer Service Regional Manager

Complaint elevated to next level or Regulator

Customer escalates to Division Manager/Vice President level.

Customer issues that are raised or addressed to a higher level (e.g. our General/Corporate offices or the PUC or other regulators). Includes complaints from the

Better Business Bureau.

Customer unable to resolve their issue at the low est level of contact.

Customer's complaint is no resolved and is referred to Supervisor, Team Lead or Consumer Affairs

Escalatated complaints are customer inquiries to the Illinois Commerce Commission, the Better Business Bureau, the Citizens Utility Board, The Attorney General, an to company executives

Escalated means that it w as not resolved by front line customer service reps and the customer decided to take the complaint to another level - usually to the

P id f PSE&G d/ h U ili C i i


Year: 2004


1000507

Final Report

318


Definition of a Formal Complaint

Q: Please describe your formal complaint handling process?

A compliant that has been specifically filed w ith a Regulator in accordance w ith the Regulator's formal/appeal process and at the request of the customer or by the suggestion from state Regulatory personnel.

A formal complaint is defined as a complaint to the PUC that is not resolved at the informal level. Formal complaints are heard by an Administrative Law Judge.,

An investigation is conducted and a response returned to the requesting party w ithin 48 hours

Call elevates from telephone specialist to team lead then to coach/first line supervisor. If not resolved, it is elevated to the Hot Line. Customers have option of referring the call to the Consumer Affairs/Public Staff.

Complaint is received by the Executive Office or CPUC and is referred to Special Investigations supervisor for research and resolution.

Complaint is tracked and handled by Complaint Handling Group

COMPLAINTS ARE HANDLED BY SUPERVISOR/MANAGER INVESTIGATION AND , DIRECT INTERFACE WITH CUSTOMER UNTIL A RESOLUTION IS WORKED OUT O

WE REACH A LIMIT ON WHAT WE CAN DO TO RESOLVE AN ISSUE .

Complaints are received by Customer Relations Representatives, either by referral from or direct transfer from our telephone centers, or direct calls from custome referrals from other departments, inquiries from the PUC's, and/or letters or emails from

Complaints handled via normal customer service channels - Contact Centre ; Walk-in-Centre They are routed to the appropriate business area to be resolved and a tracked. Escalated, exceptions and regulatory complaints are received by a centralised team

Compliants are handled by a centralized group. PUC and Presidential compliants are handled by the Customer Relations East dept but may be resolved by other depts in the company.

Consumer Affairs is notified of complaints received in Exec Office or PSC office. Complaint is assigned and logged into tracking system. Complaint is resolved or completed. Completion is logged in tracking system.

Contact w ith customer, research, action

Customer Relations' complaints are most often referred by another party w ithin the company such as Customer Contact Center Supervisory staff, field supervisor or senior management. In addition, complaints are sent by third parties including regulators,

Customer Service Rep takes a call w hich w ould then escalate to a supervisor. If the supervisor doesn't resolve the issue the regulator may get involved and then the company liaison.

Customer Service Representative, Customer Service Specialist, Customer Service Supervisors, Kansas Corporation Commission,

Definition of a fromal complaint: A complaint that goes in front of an administrative law judge and hearing. Formals are sometimes resolved before the hearing

(resulting from negotiations betw een the customer and company).

Escalated calls are sent to the Lead Rep, Supervisor, and then Manager if required

E l d


l ' f i d i h d b E l h if h l i i i & l l / h

Year: 2004


100603

Final Report

319


Regulated By a Government Agency

Question

1. Yes:

2. No:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

93.5%

6.5%


Year: 2004


60051

Final Report

320


Number of Complaints Received Last Year

Complaints Per 100,000 Customers

Mean

317

Quartile 1

5 <= 64

Quartile 2

64 <= 151

Quartile 3

151 <= 266

Quartile 4

266 <= 2,727

Complaints per 100K Customers

3,000

2,500

2,000

1,500

1,000

500

0

4

7

4

9

2

7

3

8

1

4

1

2

4

2

8

3

9

3

0

1

3

6 4

2

3

3

2

2

2

1

0

1

7

3

7

1

6

7

2

5

1

8

4

0

8

2

0

5

1

2

4

2

4

5

2

9

3

4

2

6

4

8

2 3

1

5

1

9

3

1

Complaints Received via Regulator Other Escalated Complaints Breakdow n Unavailable

Source/Calculation: M.8.1/((SUM{A.3}+SUM{A.4}+SUM{A.5}+SUM{A.6}+SUM{A.7}+SUM{A.8}+SUM{A.9})/100000)

Year: 2004



8024

Final Report

321


Regulated Customer Complaints Received

Per Customer

Mean

0.001

Quartile 1

0.000 <= 0.000

Quartile 2

0.000 <= 0.001

Quartile 3

0.001 <= 0.002

Quartile 4

0.002 <= 0.006

Complaints per Customer

0.006

0.005

0.004

0.003

0.002

0.001

0.000

4

1

4

7

3

8

4

9

2

7

2

9

1

2

4

4

0

2

8

6

3

9

2

2

1

3

2

3

4

1

0

1

7

3

7

1

6

Average

7

2

5

1

8

3

2

3

0

1

9

1

5

3 2

3

1

8

2

0

2

6

3

4

4

5

4

2

1

2

5

4

8

Letter

Phone

Fax

E-mail

Internet site

Other


Source/Calculation: M.9.1/(SUM{A.3}+SUM{A.4}+SUM{A.5}+SUM{A.6}+SUM{A.7}+SUM{A.8}+SUM{A.9})

Year: 2004



60052

Final Report

322

Consumer Affairs

Regulated Customer Complaints Received (Cont.)


Q: How many customer complaints received via your regulator were received by the following methods?

Electronic systems for receipt of cases and return of replies of 15,033 compliants other data exchange w ith PA PUC

PA/NJ received via a shared database

SR


Year: 2004


60321

Final Report

322.1


Regulatory Complaints Received


Mean

0.002

Quartile 1

0.000 <= 0.000

Quartile 2

0.000 <= 0.001

Quartile 3

0.001 <= 0.003

Complaints per Adj. Customer

0.016

Quartile 4

0.003 <= 0.014

0.014

0.012

0.010

0.008

0.006

0.004

0.002

0.000

4

1

3

8

4

9

1

2

4

3

9

2

8

4

0

7

1

0

4

1

7

1

3

2

5

3

7

1

6

8

4

8

2

3

1

8

3

0

6

2

7

1

9

1

5

3

3

1

2

2

2

0

3

2

2

6

3

4

2

9

4

5

4

2

4

7

1

2

5 2

Call Center

Meter Reading

Field Service

Billing

Payment Services


Revenue Protection

Support Staff

Total Customer Service

Source/Calculation: M.10.1/(SUM{A.3}+SUM{A.4}+SUM{A.5}+(SUM{A.6}+SUM{A.7}+SUM{A.8})*2+SUM{A.9}*3)

Year: 2004



1000498

Final Report

323


Non-Regulated Customer Complaints Received

Per Customer

Mean

0.002

Quartile 1

0.000 <= 0.000

Quartile 2

0.000 <= 0.001

Quartile 3

0.001 <= 0.001

Quartile 4

0.001 <= 0.018

Complaints per Customer

0.018

0.016

0.014

0.012

0.010

0.008

0.006

0.004

0.002

0.000

4

2

7

4

9

1

8

2

4

2

3

3

8

6

1

0

1

3

7

1

6

3

7

1

7

2

2

4

7

2

9

4

1

1

9

8

Average

3

4

2

5

3

0

4

0

1

5

3 2

4

8

3

1

2

6

2

8

3

9

4

5

4

2

1

2

1 5

2

0

3

2

Letter

Phone

Fax

E-mail

Internet site

Other


Source/Calculation: M.11.1/(SUM{A.3}+SUM{A.4}+SUM{A.5}+SUM{A.6}+SUM{A.7}+SUM{A.8}+SUM{A.9})

Year: 2004



60053

Final Report

324

Consumer Affairs

Non-Regulated Customer Complaints Received (Cont.)


Q: How many customer complaints not received via your regulator were received by the following methods?

Branch Office: 3 and Executive Complaints: 2

Combined Letter and Phone

In person

Internal call/e-mail and Executive referrals

Personal Visit

Walk-in


Year: 2004


60322

Final Report

324.1


Unit Cost of Complaint to Regulator

Mean

$332.04

Quartile 1

$46.13 <= $90.91

Quartile 2

$90.91 <= $184.19

Quartile 3

$184.19 <= $285.00

Quartile 4

$285.00 <= $1,500.00


$1,600.00

$1,400.00

0

0

.

,

2

$

1

0

0

.

0

0

0

0

$

1

,

5

$1,200.00

$1,000.00

$800.00

0

0

0

.

$

7

0

$600.00

$400.00

$200.00

6

.

$

4

1

3

$0.00

6

0

.

0

0

$

6

.

2

6

$

7

1

0

.

$

9

5

4

0

.

$

9

9

1

0

8

$

1

.

0

0

.

0

0

$

1

5

0

4

2

3

4

7

3

7

1

0

7

7

8

$

1

.

0

0

1

9

4

.

$

1

8

$

4

.

1

9

6

9

.

0

0

2

3

$

2

$

3

.

2

6

0

0

2

2

2

4

1

6

2

8

1

7

2

7

8

5

$

2

.

0

0

.

0

0

0

0

$

3

1

8

4

9

8

4

1

3

2

1

3

2

5

3

0

4

0

1

9

1

5

3 2

3

1

3

8

2

0

2

6

3

4

2

9

3

9

4

5

4

2

1

2

1 5

4

8


Year: 2004

®US, Dollars

50170


Final Report

325


Unit Expense for a Customer Complaint Handled by Complaint

Handling Group

Mean

$143.16

Quartile 1

$25.31 <= $72.85

Quartile 2

$72.85 <= $99.00

Quartile 3

$99.00 <= $152.61

Quartile 4

$152.61 <= $700.00


$700.00

.

0

0

$

7

0

0

$600.00

$500.00

$400.00

$300.00

0

.

$

9

9

1

0

0

8

.

$

9

.

0

0

0

0

$

1

.

0

0

0

8

$

1

$

9

.

1

3

0

0

$

9

.

1

3

4

3

0

0

7

.

$

1

5

6

3

$

1

.

0

0

.

6

9

9

4

$

1

6

6

$

2

.

0

0

$200.00

$100.00

.

3

1

$

2

5

$0.00

6

.

$

4

1

3

1

9

6 8

0

.

$

5

0

0

.

0

0

$

6

0

1

.

$

7

2

6

7

.

$

7

6

4

4

2

3

4

1

4

7

0

.

$

9

5

4

3

7

2

2

1

8

1

0

7

2

4

1

7

2

5

1

6

2

7

4

9

3

4

1

3

3

0

4

0

1

5

3 2

4

8

3

8

3

1

2

6

2

8

2

9

3

9

4

5

4

2

1

2

1 5

2

0

3

2


Year: 2004

®US, Dollars

50172


Final Report

326


Unit Cost to Handle a Customer Complaint

Mean

$54.59

Quartile 1

$18.63 <= $36.61

Quartile 2

$36.61 <= $54.59

Quartile 3

$54.59 <= $72.56

Quartile 4

$72.56 <= $90.54

$100.00

$90.00

$80.00

$70.00

0

.

$

9

5

4

$60.00

$50.00

$40.00

$30.00

$20.00

8

.

6

3

$

1

$10.00

$0.00

4

1

4

7

2

7

8

4

8

2

2

2 3

1

5

3

1

4

0

3

8

6

3

0

2

5

1

3

1

8

2

3

4

1

9

2

9

2

0

3

7

1

0

5 1

1

2

4

2

1

7

3

9

7

1

6

3

4

2

6

3

2

4

9

2

4

2

8

4

5


Year: 2004

®US, Dollars

1000512


Final Report

327


Percent of Total Complaints Received Last Year That Were

Resolved

Mean

100.0%

Quartile 1

100.0% => 100.0%

Quartile 2

100.0% => 100.0%

Quartile 3

100.0% => 100.0%

Quartile 4

100.0% => 99.0%

Percent

100.0%

80.0%

60.0%

40.0%

20.0%

0.0%

7

2

3

1

8

1

3

2

5

4

0

1

9

2

2

4

1

7

2

8

3

8

2

4

4

9

3

2

3

9

4

7

4

1

1

0

3

7

8

1

6

2

7

6

2

0

5 1

1

2

4

2

4

5

2

9

3

4

2

6

4

8

2 3

1

5

3

0

3

1

0 to 9 days 10 to 29 days 39 to 59 days > 60 days


Year:


60054

Final Report

328

Consumer Affairs

Percent of Complaints Escalated To a Formal Level

Involving a Hearing With a Judge

Mean

1.3%

Quartile 1

0.0% <= 0.3%

Quartile 2

0.3% <= 0.7%

Quartile 3

0.7% <= 1.0%

Quartile 4

1.0% <= 6.0%

Percent of Formal Complaints

6.0%

0

0

6

.

%

5.0%

0

0

4

.

%

0

0

4

.

%

4.0%


3.0%

2.0%

1.0%

0

.

0

0

%

0

.

0

1

%

0

.

0

1

%

0

.

0

2

%

3

0

0

.

%

0.0%

2

5

1

9

2

3

3

2

2

2

4

0

.

3

8

%

0

.

4

0

%

0

.

4

0

%

0

.

5

0

%

2

4

3

7

1

0

1

0

.

9

0

%

0

.

9

2

%

0

0

1

.

%

0

0

1

.

%

0

0

1

.

%

2

7

4

0

4

1

1

3

1

8

0

0

2

.

%

7 8

1

6

3

4

3

0

6

1

5

3 2

4

8

1

7

3

8

3

1

2

6

2

8

2

9

3

9

4

5

4

2

4

7

1

2

5

2

0

4

9


Year: 2004

®US, Dollars

60056


Final Report

329


Group Handling Complaints Involving Hearing with Judge

Question

1. Law department :

2. Consumer Affairs :

3. Regulatory Relations :


99. Other:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

81.5%

33.3%

51.9%

29.6%

14.8%


Year: 2004


60057

Final Report

330


Group Handling Complaints Involving Hearing with Judge (Cont.)

Q: Where are complaints requiring a hearing in front of a judge handled?

Complaints department

Hearing room

Risk Management (Claims) semantics may be involved - Consumer Affairs and Regulatory Affairs may equate to our Customer Relations dept.


Year: 2004


60323

Final Report

330.1


Complaint Information Database

Question

1. Yes:

2. No:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

82.1%

17.9%


Year: 2004


1000508

Final Report

331

Consumer Affairs

Database Reports Used to Provide Feedback to Other

Organizations


Question

1. Yes:

2. No:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

78.3%

21.7%


Year: 2004


1000509

Final Report

332


Formal Root Cause Analysis Process

Question

1. Yes:

2. No:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

39.3%

60.7%


Year: 2004


1000510

Final Report

333


FTEs Dedicated To Handling Complaints

Per 100,000 Customers

Mean

0.33

Quartile 1

0.14 <= 0.19

Quartile 2

0.19 <= 0.26

Quartile 3

0.26 <= 0.39

Quartile 4

0.39 <= 1.14

FTEs per 100,000 Customers

1.20

1

4

1

.

1.00

0.80

0.60

0.40

0.20

0

.

1

4

1

5

0

.

1

5

0

.

0

.

1

6

1

6

0

.

1

6

0

.

1

9

0

.

2

0

0

.

2

2

0

.

2

2

0

.

2

5

0

.

2

6

0

.

2

7

0

.

2

7

0

.

2

8

0

.

2

9

0

.

3

3

0

.

0

.

3

9

4

1

0

.

5

2

0

.

5

3

0

.

5

8

0

.

5

8

0

.

0.00

1

3

2

4

2

8

4

7

2

7

4

9

6

4

0

4

2

2

2

3

3

0

3

2

2

5

4

1

3

9

7

1

6

1

8

1

9

3

7

1

0

1

7

8

2

0

5 1

1

2

4

2

4

5

2

9

3

4

2

6

3

8

4

8

2 3

1

5

3

1

Source/Calculation: M.21.1/((SUM{A.3}+SUM{A.4}+SUM{A.5}+SUM{A.6}+SUM{A.7}+SUM{A.8}+SUM{A.9})/100000)

Year: 2004


60061

Final Report

334

Consumer Affairs

Complaints Handled Per Employee On a Weekly Basis

Completed And/Or Closed Out


Mean

25.1

Quartile 1

225.0 => 19.0

Quartile 2

19.0 => 14.0

Quartile 3

14.0 => 8.0

Quartile 4

8.0 => 1.0

Complaints per Employee per Week

250.0

5

.

0

2

2

200.0

150.0

100.0

50.0

0.0

.

0

5

0

.

0

5

0

.

8

2

3

2

2

.

0

2

0

.

0

1

6

.

0

1

6

.

0

.

5

1

4

.

2

1

4

1

4

.

0

1

4

.

0

1

2

.

0

1

2

.

0

9

.

7

8

.

1

8

.

0

7

.

0

5

.

0

5

.

0

4

.

5

1

.

0

1

9

1

8

8

2

5

2

2

1

3

1

6

7

2

3

4

3

2

3

9

2

8

6

3

7

2

4

1

0

1

7

4

1

4

0

4

9

2

7

3

4

3

1

3

0

1

5

3 2

4

8

2

0

2

6

5

2

9

4

5

4

2

4

7

1

2

1

3

8


Year: 2004


60062

Final Report

335


Performance Goals To Resolve Complaints Within Specified

Time-Frame

Question

1. Yes:

2. No:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

74.2%

25.8%


Year: 2004


60064

Final Report

336


Time Frame for Goal To Resolve Complaints

Mean

10

Quartile 1

1 <= 4

Quartile 2

4 <= 7

Quartile 3

7 <= 14

Quartile 4

14 <= 30

Working Days

30 3

0

3

0

25

2

0

2

0

20

15

1

4

1

4

1

5

1

0

1

0

1

0

10

9

7

6

5 5 5 5

5

3 3 3

2

1 1

0

4

0

2

8

3

9

3

0

2

7

1

6

7

1

8

3

2

4

8

2

3

4

1

3

7

2

2

2

4

2

9

1

0

3

8

6

4

9

4

7

8

1

7

2

6

4

1

3

2

5

1

9

1

5

3

1

2

2

0

3

4

4

5

4

2

1

2

1 5 3


Year: 2004

®US, Dollars

60066


Final Report

337


Complaint Handling Process

Q: Please describe your normal complaint handling process.

A complaint (phone call or letter) is directed to a member of the CCC leadership team, w ho w ould either contact the customer to resolve or direct it to the departme responsible for resolving it. The complaint is logged into the database for tracking.

All compliants are settled in 30 days. Customers that are not satisfied w ith the resoluition have the right to file an informal compliant w ith the PUC.

Call elevates from telephone specialist to team lead then to coach/first line supervisor. If not resolved, it is elevated to the Hot Line. Customers have option of referring the call to the Consumer Affairs/Public Staff.

Complaint is received, researched and resolved by Special Investigators and results are review ed/approved by Special Investigations Supervisor.

Complaints are first handled by Customer Service reps, then escalated to a Supervisor, then the Company liaison.

Complaints are logged in database, assigned to an analyst for investigation & contact w ith customer. Concerns are discussed w ith customer & appropriate action taken. A resolution is typed & communicated w ith the organization that referred the complaint.

Complaints are received by Customer Relations Representatives, either by referral from or direct transfer from our telephone centers, or direct calls from custome referrals from other departments, inquiries from the PUC's, and/or letters or emails f

Complaints handled via normal customer service channels - Contact Centre ; Walk-in-Centre. They are routed to the appropriate business area to be resolved and are tracked. Escalated, exceptions and regulatory complaints are received by a centralised team

Con Affairs receives complaints via phone & ltr from the CPUC. The CA rep handles or refers to organization w /in the Co. that can handle the issue. Verbal or

Written response is provided to CPUC. Complaint is documented in our complaint tracking database.

Consumer Affairs is notified of complaints received in Exec Office or PSC office. Complaint is assigned and logged into tracking system. Complaint is resolved or completed. Completion is logged in tracking system.

Consumer Affairs receives complaint, investigates, resolves (w ith assistance from other departments if necessary), prepares response, closes complaint. If una to resolve, escalate to supervisory review , or formal complaint process.

Consumer Affairs Representative (Analyst and/or Sr Assoc) w ill attempt to resolve customer's complaint. If complaint requires research/investigation from another unit/section, Consumer Affairs w ill edit information and respond back to the FPSC

Customer Relations' complaints are most often referred by another party w ithin the company such as Customer Contact Center Supervisory staff, field supervisor or senior management. In addition, complaints are sent by third parties including regulators,

Email to Kansas Corporation Commission staff

Escalated compl. rec'v from various sources are entered into the database . Employees contact the cust to verify the complaint, investigate, & resolve compl. w / th assistance of other dept. w hen necessary. Database,cust&source are updated w / resolution.

Evaluate complaint, Address concerns, Resolve

I t l d t ( i th C ll C t )


l t i l tt 'd b ti d l i fil d i t th f d d l t i ll b il

Year: 2004


60067

Final Report

338

Consumer Affairs

Service Guarantee Related to Complaints


Question

1. Yes:

2. No:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

6.7%

93.3%


Year: 2004


1000511

Final Report

339


Customer Satisfaction Surveys on Resolution and Complaint

Handling

Question

1. Yes:

2. No:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

16.1%

83.9%


Year: 2004


60069

Final Report

340


Complaint Handling Group Has a Rewards Recognition

(Incentive) Program

Question

1. Yes:

2. No:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

46.2%

53.8%


Year: 2004


60070

Final Report

341

Consumer Affairs

Toll-Free Number Dedicated for Customer Complaints


Question

1. Yes:

2. No:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

38.7%

61.3%


Year: 2004


60060

Final Report

342


Cycle Time for Regulatory Complaint Completion in Days

Days

Question:

1 2 3 4 5 6 7 8

1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9

1. Email - Acknow ledgement To

Customer:

2. Email - Completion Of

Transaction:

3. Internet - Acknow ledgement

To Customer:

4. Internet - Completion Of

Transaction:

5. Postal Mail -

Acknow ledgement To Customer:

6. Postal Mail - Completion Of

Transaction:

7. Fax - Acknow ledgement To

Customer:

8. Fax - Completion Of

Transaction:

-

1 1

2

4

-

7

2

1 1 8 2 2 1 -

5 8 8 5 7 -

6

0

-

1 1

2

4

8 2 2 1 -

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

1 1

1 1

0

1

2

0

1

2

0

0

1

2

1

2

7

2

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

1

4

-

-

-

-

3

2

0

-

1

8

-

3

6

-

-

-

-

-

-

8

3

6

3

6

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

5

2

5

-

2

1

4

-

-

-

-

-

-

7

2

7 -

-

-

5 8 5 7 -

-

-

-

6

0

-

1

6

0

1 8 2 2 1 -

6

0

-

-

-

2

0

2

0

-

Average:

5

24

6

30

16

28

17

34


Year: 2004


1000499

Final Report

343


Focus Area: Regulatory Environment


Pg. 344. (389) Operate In a PBR or Rate Case Environment -

Pg. 345. (390) Last Rate Case or Length of Time Operating Under PBR -

Pg. 346. (391) Nature of Your Risk/Reward Mechanism - Operating Under PBR

Pg. 347. (392) Environment Changing in the Foreseeable Future -

Pg. 347.1. (393) Customers Have the Ability to Select a Different Energy Supplier - For Electricity or Gas

Pg. 348. (394) Use of Benchmarking Date in Recent Rate Case -

Pg. 348.1. (395) Impact of SOX on Customer Service -


XXIV

Focus Area: Regulatory Environment

Operate In a PBR or Rate Case Environment


Question

1. Rate Case:

2. PBR:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

86.7%

13.3%

Source/Calculation: N.2.1

Year: 2004


100605

Final Report

344

ID Number Used: Regular Focus Area: Regulatory Environment

Last Rate Case or Length of Time Operating Under PBR

Question

1. Years Since Last Rate Case:

1 2 3 4 5 6 7 8

1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9

-

1

7

4 2

1

6

3 1

1

4

2 2

1

1

1

2

2 1 1

1

0

5

1

1

2

0

0

1

1

1

6

1

3

7 1 1 7 4 1 1 1

Average

72

2. Years Operating in PBR :

5 3 -

1

1

8 5


Year: 2004


100606

Final Report

345


Nature of Your Risk/Reward Mechanism

Operating Under PBR


Q: If operating under PBR, what is the nature of your risk/ reward mechanism?

Customers receive an incentive based on a high load factor, load factor

Maximum incentive/penalty 2% of T&D revenues.

Not applicable

Retaining portion of excess earnings.

Rew ards/penalities for various performance measures; 4 year rate case cycle w ith earning sharing

Rew ards/penalties for various performance measures; 4 year rate case cycle w ith earnings sharing


Year: 2004


100607

Final Report

346


Environment Changing in the Foreseeable Future

Q: Do you see your environment changing in the foreseeable future? If so, when?

GRC environment likely to stay. Some lifting of Direct Access suspension possible.

Move tow ards BPR environment no

No

No no

NO

No

No

No

NO

No

No

No

NO

No change

No indication from the Commission that they're contemplating this.

No, filed Cost of Service Rate Case for 2005 and 2006. Anticipating filing same in 2007.

On February 25, 2005, Company filed tariffs to implement a competitive procurement process for w holesale energy procurement beginning 2007, this filing is pend w ith the Illinois Commerce Commission

Over the next tw o years w e see changes. The end of restructuring and price caps w ill soon take place in all jurisdictions (DE,NJ, MD & VD). More emphasis w ill be placed on reliability, Cust. Serv. standards & more reporting requirements.

The NJ Board of Public Utilities has started a Customer Operations Scorecard for all New Jersey Utilities - good chance there w ill be penalties and rew ards for goo performance starting in 2007.

We operate in a rate case environment in the State of Arkansas and in a PBR in Oklahoma and Louisiana

We see the environment evolving over the next tw o years from a rate cap to a rate case environment.

We w ill be proposing a PBR

Within the next five years, w e do not expect to see any major changes in the regulatory environment.

Yes, next 10 years


Year: 2004


100608

Final Report

347


Customers Have the Ability to Select a Different Energy Supplier

For Electricity or Gas

Question

1. Residential Gas Supplier:

2. Residential Electric Supplier:

3. Commercial Gas Supplier:

4. Commercial Electric Supplier:

5. Industrial Gas Supplier:

6. Industrial Electric Supplier:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

50.0%

61.1%

61.1%

66.7%

61.1%

72.2%


Year: 2004


100609

Final Report

347.1


Use of Benchmarking Date in Recent Rate Case


Question

1. Voluntary use of benchmarking data:

2. Data requested by your regulator:

3. Data requested by third party intervener:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

63.6%

45.5%

9.1%


Year: 2004


1000410

Final Report

348


Impact of SOX on Customer Service

Q: What has been the impact of Sarbanes-Oxley on Customer Service?

All transactions and documents that impact revenue and financial reporting are strictly controlled w ith SOX procedures .

As a result of Sarbanes Oxley, PECO has implemented tighter financial and management controls associated w ith all revenue impacted transactions.

Based on initial review , it appears that no major changes w ill be needed to meet the control requirements for Sarbanes-Oxley.

Business practices w ere converted to business rules. Slow ed the rate at w hich new or changes to programs, products and services are provided to the busines

Driven up cost of service somew hat--data not available., ,

Greater controls and increased accountability.

In 2003 and 2004 SOX deadline pressure created little or no opportunities for high-level planning. There w as not a lot of time for w eeding out duplication of efforts among the various business cycles as w ell as identifying inefficiencies. (see Note)

In 2003 and 2004 SOX deadline pressure created little or no opportunities for high-level planning. There w as not a lot of time for w eeding out duplication of efforts among the various business cycles as w ell as identifying inefficiencies. (See Note)

Increased testing of controls and more reconciliations.

Minimal impact on cust. service. Only to the extent that employees in various cust. serv. related groups w ere pulled aw ay from their normal w ork to complete the necessary documentation & testing that their normal w ork may have slid a bit in the last year

More emphasis on controls

More emphasis on controls

More important to ensure outsourcer documents and updates processes regularly and that approvals and w alkthroughs are completed for key staff w ithin the utili

It has put greater ow nership on internal customer support staff understanding processes.

None

None

NONE - INTERNAL REPORTING VERIFICATION ONLY

Of the 100 sub-processes identified, 8 of these sub-processes are specific to CS. We have had to document the key controls as w ell as support both Internal and external auditors in the testing and verification of these controls on a quarterly basis

Personnel assigned to w ork on Sarbanes-Oxley team to prepare required documentation.

Primarely impacted internal processes

The Regulatory Affairs made changes as a result of Sarbanes-Oxley on Customer Service-related issues relating to rate change implementation. The Call Center a

Billing Departments have had minimal impact by SOx requirements.

The Regulatory Affairs made changes as a result of Sarbanes-Oxley on Customer Service-related issues relating to rate change implementation. The Call Center a

Billing Departments have had minimal impact by SOx requirements.


Year: 2004


1000516

Final Report

348.1


Focus Area: Commercial/Industrial Account Management


Pg. 348.2. (397) Account Management Staffing - Per 1,000 Commercial/Industrial Customer

Pg. 348.3. (398) Organization Have Separate, Dedicated Groups or Functions to Support Commercial and Industrial Customers (C&I): -

Pg. 349. (399) Commercial/Industrial Group or Function Location -

Pg. 349.1. (400) Commercial/Industrial Group or Function Location (Cont.) -

Pg. 350. (401) C&I Group or Function Organization -

Pg. 350.1. (402) C&I Group or Function Organization (Cont.) -

Pg. 351. (403) Organizational Structure in Place to Manage Commercial/Industrial Accounts -

Pg. 352. (404) Main Criteria for Determining Where C&I Accounts Are Assigned -

Pg. 352.1. (405) Main Criteria for Determining Where C&I Accounts Are Assigned (Cont.) -

Pg. 353. (406) Service/Programs Provided by C&I Group or Function -

Pg. 353.1. (407) Service/Programs Provided by C&I Group or Function (Cont.) -

Pg. 354. (408) Access to Services Provided to Key Customers - Key Accounts Function/Group

Pg. 354.1. (409) Access to Services Provided to Key Customers (Cont.) - Key Accounts Function/Group

Pg. 355. (410) Main Role of Account Managers - Within the Key Account or Focused Account Function/Group

Pg. 356. (411) Minimum Size Customer Assigned to Account Manager - kWd or Revenue

Pg. 357. (412) Account Managers Utilizing Support Teams Derived from Other Business Units -

Pg. 358. (413) Political Issues -

Pg. 359. (414) Account Manager's Empowerment Level in Decisions Affecting Company Resources or Levels of Customer Service -

Pg. 360. (415) Accountability Metrics of Supporting Business Unit vs. tThose of Account Manager -

Pg. 361. (416) Account Manager Effectiveness Measure Metrics -

Pg. 362. (417) Account Manager Reporting Line -

Pg. 363. (418) Account Manager's Number of Reports -

Pg. 364. (419) Dedicated Account Managers Supporting C/I Customers - Percent of Total C/I Customers

Pg. 365. (420) Account Manager's Assigned Customers -

Pg. 366. (421) Account Manager's Assigned Accounts - Number of Accounts

Pg. 367. (422) Account Management Team Back Office Support -

Pg. 368. (423) Account Management System -

Pg. 369. (424) Account Management System Communication with Other In-House Systems -

Pg. 370. (425) Customer Planning Process -

Pg. 371. (426) Products and Services Offered Through C/I Account Management -

Pg. 372. (427) Business Contact Center Customers - Percent of Total Customers

Pg. 373. (428) Customer Satisfaction Measured -

Pg. 374. (429) Customer Loyalty Measured -

Pg. 374.1. (430) Background Required from Account Managers -


XXV

Quartile 4

0.4 <= 1.0

ID Number Used: Regular Focus Area: Commercial/Industrial Account Management

Account Management Staffing

Per 1,000 Commercial/Industrial Customer

Mean

0.3

Quartile 1

0.0 <= 0.1

Quartile 2

0.1 <= 0.2

Quartile 3

0.2 <= 0.4

FTEs per 1,000 C/I Customers

1.0

0.9

0.8

0.7

0.6

0.5

0.4

0.3

0.2

0.1

0.0

2

5

1

7

3

2

1

8

4

9

2 7

3

0

1

3

2

3

2

7

2

4

1

6

2

2

3

8

1

3

4

4

7

4

1

4

8

3

9

4 6

4

0

1

9

1

5

3 8

3

1

2

9

2

8

4

5

4

2

1

2

5

1

0

3

7

2

0

2

6

Account Managers

Technical Support for Clients

Clerical Support for Clients

Account Management Support/Supervision/Management

Source/Calculation: G.9.1/((A.3.2+A.3.3+A.4.2+A.4.3+A.5.2+A.5.3+A.6.2+A.6.3+A.7.2+A.7.3+A.8.2+A.8.3+A.9.2+A.9.3)/1000)

Year: 2004



1000643

Final Report

348.2


Organization Have Separate, Dedicated Groups or Functions to

Support Commercial and Industrial Customers (C&I):

Question

1. Yes:

2. No:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

93.9%

6.1%

Source/Calculation: O.2.1

Year: 2004


100610

Final Report

348.3

Focus Area: Commercial/Industrial Account Management

Commercial/Industrial Group or Function Location


Question

1. Centralized:

2. Divisionally/Regionally-based:

3. Locally-based:

99. Other:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

38.7%

48.4%

0.0%

12.9%


Year: 2004


100611

Final Report

349


Commercial/Industrial Group or Function Location (Cont.)

Q: If you have a Commercial/ Industrial group or function, where is this function is located?

Billing, Call Centre and Collections are outsourced. Sales and Account Representatives remain in the utility and are regionally based.

Centralized for very large, regionally bssed for medium to large CII

Combination of Regional/Division based and centralized.

The department is organized to serv customers in a specific geographic area.


Year: 2004


100617

Final Report

349.1


C&I Group or Function Organization

Question


2. Operations:

3. Both CS and Operations:

4. Stand-alone Organization:

99. Other:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

46.9%

3.1%

9.4%

12.5%

28.1%


Year: 2004


100612

Final Report

350


C&I Group or Function Organization (Cont.)


Q: If you have a C&I group or function, where in the organization is it?

Customer Planning

Customer Planning

Customer Relationship Management

Part of Corporate Affairs Group

Sales & Marketing

Stand alone for very large industrial customers, Customer services for medium to large CII

The billing, call centre and collections functions for this group is outsourced along w ith the mass market portion of our Custoemr Care Services. For the sales and account management functions, w hich reside regionally, they are based w ithin Operations.

Transportation Services

Transportation Services


Year: 2004


100618

Final Report

350.1


Organizational Structure in Place to Manage

Commercial/Industrial Accounts

Q: Please describe the organizational structure that is in place to manage Commercial/ Industrial Accounts?

11 employees focusing on the top 1200 Revenue Producers

12 account managers in 3 states

1-Sr VP, 2- Executive VP BS & Public Affairs, 5- Div VP's, 22- Key Account Managers, 4- Business Office Managers, and 27 Business Specialist, EEC's and Tech

Reps.

9 Account Managers in 2 states

A Director and four managers that oversee accounts that are segmented by geographic area, multi site customers and small C&I customers. Each maneger is responsible for a team of account managers that serve a specific customer base.

A Staff Manager supervises a centralized staff function that addresses regulatory issues & program development. (New position for San Diego in the process of being filled.) One Line Manager supervises 12 Account Managers

A Staff Manager supervises a centralized staff function that addresses regulatory issues and program development. Five regionally based field Managers supervisor Account Executives w ho contact the C&I accounts.

Account management responsibilities are assigned both jurisdictionally and by market segment.

Account Managers are assiged accounts by type.

Account Managers interact, as a single point of contact, on a proactive basis w ith large Commercial/Industrial customers on a daily basis. Contact information involves new business and service delivery issues, bill/credit resolution,

Acct Mgrs & Supp report to 9 geographically distributed field mgrs & 1 corp mgr. All 10 report to Director. Support people assist technical systems, providing solutions to cust issues & program delivery & admin support.

Call Center and Billing are in the Customer Service Department. Field Support is in Energy Deliviery,

Customer Execs assigned to C&I customers,

FEis the holding Co. for 7 different utilities. Each utility has it's ow n customer support dept. responsible for C&I accounts. There is also a centralized dept. w hose sole responsibility is national accounts providing a single point of contact.

Key Account Sales & Service and Customer Sales & Service

Major Accounts Group, Business Services Group

Manager of C/I group reports to the Director of Customer Service Field Organization and is comprised of Executive Accounts,National Accounts, Major Accounts a

Small/Medium business

Manager of the C&I Account Management groups and support orgs. report to the Director of Marketing & Major Accounts

Manager, Supervisor, Account Analysts

Manager, tw o supervisors, 15 account managers

One Director, Five strategic Account Executives responsible for top 300 Customers, national Accounts & Builders. Four Account Executives responsible for top


Year: 2004

60042


Final Report

351


Main Criteria for Determining Where C&I Accounts Are Assigned

Question

1. Usage:

2. Revenue:

3. Industry Type:

4. Number of Facilities:

99. Other:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

43.8%

28.1%

0.0%

0.0%

28.1%


Year: 2004


100613

Final Report

352


Main Criteria for Determining Where C&I Accounts Are Assigned

(Cont.)

Q: What is the main criteria for determining where C&I accounts are assigned?

A variety of criteria determine if a cust is complex enough to assign a rep. Some faxtors include usage, revenue, NAICS Sector, # of facilities, outstanding issues, etc.

Alpha

Combination of energy spent, regional or national headquarters, industry type and number of facilities.

Combination of Usage and Revenue

Geographical

Geographical

Market segment based.

Rate Classification and usage


Year: 2004


100619

Final Report

352.1


Service/Programs Provided by C&I Group or Function


Question

1. Key Accounts:

2. National Accounts:

3. Small or Medium C&I:

4. Large C&I:

5. Governmental:

99. Other:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

78.1%

68.8%

59.4%

96.9%

59.4%

12.5%


Year: 2004


100614

Final Report

353


Service/Programs Provided by C&I Group or Function (Cont.)

Q: Along what business needs do your C&I group or functions provide service/ programs?

Alpha

Emergency preparedness

Residential (government referrals)

Residential and commercial developers


Year: 2004


100620

Final Report

353.1


Access to Services Provided to Key Customers

Key Accounts Function/Group


Question

1. Special Call Center:

2. Toll Free/ Special Phone

Number Access :

3. Key Account CSR (Dedicated):

4. Key Account or Service

Group:

5. Web-based Customer Access:

99. Other:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

41.4%

55.2%

93.1%

55.2%

41.4%

6.9%


Year: 2004


100615

Final Report

354


Access to Services Provided to Key Customers (Cont.)

Key Accounts Function/Group


Q: If you have a Key Accounts function/ group, what access to services do you provide to your key customers?

Customers are provided w ith "outage cards" that half the 24/7 contact information of 3 NES employees

We provide a special # for outage reporting. We provide a bi monthly new sletter w ith articles that aid customers in managing energy and facility costs. This includes a feature that allow s for customers to ask specific questions.


Year: 2004


100621

Final Report

354.1


Main Role of Account Managers

Within the Key Account or Focused Account Function/Group

Q: Within the Key Account or Focused Account function/ group, please describe the main role of the Account Managers.

- Maintain regulatory compliance w ith rules, tariffs and contracts, - Provide for all customer's customer service needs related to SDG&E, - Maintain an excellent w orking religious w ith their accts, - Promote SDG&E' programs

- Maintain regulatory compliance w ith rules, tariffs and contracts, - Provide for all customer's customer service needs related to SoCalGas, - Maintain an excellent w orking relationship w ith their accts, - Promote SoCalGas' programs, , ,

Account Managers are responsible for establishing and maintaining all aspects of the Customer - Company relationship.

Account Managers interact, as a single point of contact, on a proactive basis w ith large Commercial/Industrial customers on a daily basis. Contact information involves new business and service delivery issues, bill/credit resolution,

Analyzing credit qualifications of C/I customers. Identifying risks, initial collections and securing deposits to protect department revenue.

Company liaison for large C&I & Municipal customers-billing/street lighting issues, service & pow er quality enhancements, coordinating, new service, energy efficiency opportunities & address all customer concerns/problems that arise.

CONTRACT MANAGEMENT cust. sat., CIP, added load, (main contact)


Customer Service & Energy Education

Dedicated service to Key Customers - Bills, Queries, Advice etc

Develop and maintain effective relationships w ith key customers

Develop close customer relationships to resolve tariff and billing issues, pow er quality concerns, and to gain support for political and regulatory issues. Also to se outdoor decorative street lighting fixtures to developers and municipalities.

Maintain effective relationships and grow revenue

Manage business relationships to understand assigned customer's business w ants and needs. Develop innovative solutions implementing the Company's products systems, services and rates delivering quality of service consistent w ith customer requirements.

Manages business relationships w /assigned custs. Recommends policy & process changes on cust related issues. Requires rigorous application of acct mgmt skills. Cust complexity characterized by large C/I rate schedules, special facilites & contracts (etc).

Rate Analysis, Load Monitoring, Personal Customer Contact

Relationship management and customer service functions

Resolve issues, promote programs.

Review w ith customers thier direct purchase options, including review ing the costs, risks, obligations and benefits of each. Once an agreement is in place, ensur compliance w ith the agreement and provide additional service options.


Year: 2004


100616

Final Report

355


Minimum Size Customer Assigned to Account Manager kWd or Revenue

Q: What is the minimum size customer (kWd or revenue) assigned to an account manager?

$100,000

$1M (pre-deregulation) w as the operational threshold. We now also handle referrals of other high profile and politically sensitive customer inquires.

$25,000 per year revenue - Segmentation Depts.

$355,000 annual revenue

50 MMBtu per day

50 MMBtu per day

50,000 therms/year usage in either a signle meter or, for chain accounts, an aggregation of all their meters.

500 KW demand

500 KW demand in either a single meter or, for chain accounts, an aggregation of all their meters. 250,000 therms per year usage. In addition some politically sensitive accounts that fall below these thresholds are sometimes assigned.

500 kW or $50,000.00 annual revenue.

500 kWd

About 800 kw d

Annual revenue of $330,000/yr

Consumption in excess of 340,000m3 annually at one terminal location, but in some cases have assigned customers an Account Executive if in aggregate (among number of locations) they consume significant volumes (ie. School Boards and Franchises).

Cummulative demand of 750 w ith few exceptions based on customer sensitivity level.

Key Account Manager greater $30,000; Account Manager $5,000 to $30,000

Key customer >100Gw H; Reginal Key Customers 30 - 100 GWh and Area Key customer 1 - 30 GWh,

Minimum revenue of 40 000 $ from sales of electricity for all the accounts of the customer must be top 200 customers; 7,000,000 annual kWh

No Minimum no minimum kw .

The minimumsize customer that is handled in the group os 300 KW.

Total of at least 500KW w ith at least one account =>200KW (national chains can be smaller).

Typically an individual customer account needs to be at least 300kW, how ever under the customer relationship model, smaller associated and/or politically sensitiv accounts may be assigned.

Varies by segment


Year: 2004


1000540

Final Report

356


Account Managers Utilizing Support Teams Derived from Other

Business Units

Q: If the account manager utilizes a support team consisting of representatives from other business units, please describe the team?

25,000 mcf / yr

Account Executive coordinates support from other groups such as Engineering, Billing, Metering, etc. as needed.

Account manager have a support team that assist w ith customer issues and concerns. The support team can consist of but is not limited to Legal, Rates, Externa

Affairs, Economic Development, Pow er Traders and Marketing.

Assistance provided by other Deparmental areas as requested.

Call Center, Pow er Delivery, Service Response distribution engineers, substation engineers, design tech, billing specialists

Generic back office support that provides a service to all the account managers. It consists of Call Centres as w ell as Revenue Management Centres that w ill deal w ith frontline interaction, w orkflow , billing, cash management, credit and collection

Inside account reps that support all billing issues, backup Account Managers, Care Center reps, Pow er Systems T&D reps, Corporate and External Affairs, and some customers have an Executive sponsor.

Main call center offload calls received after business hours

No official "support team" outside of staff in our business unit. Acct. Mgrs. regularly interface w /other depts. (distribution for new -upgraded services and meterin issues, Public Affairs for community support issues, Billing for billing errors, etc.)

No official "support team" outside of staff in our business unit. Acct. Mgrs. regularly interface w /other depts. (distribution for new -upgraded services and meterin issues, Public Affairs for community support issues, Billing for billing errors, etc.)

No prescribed team, have multiple contact w ithin the company

People from Billing, Credit, Distribution & Transmission brought in as needed.

Regulatory, Engineering, New Market, Special Billing, Gas Services

The have a Key Account Support Team. In essence, the entire CPD corporation may be utilized by the Account Manager in support of their efforts w ith customers

The Account Manager does not have a dedicated support team, but does rely on other functions to provide technical support/investigations.

The corporate units provide expertise on some key technical issues to support projects

The customer support departments do not have an assigned support team per se. If issues arise that need additional support, the customer support representativ w ill look for internal support w herever it exists internally to handle an inquiry or issue

The teams are put together as projects require them.

Volume Control, Engineering

Volume Control, Engineering


Year: 2004

1000541


Final Report

357


Political Issues

Question

1. Yes:

2. No:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

76.7%

23.3%


Year: 2004


1000542

Final Report

358


Account Manager's Empowerment Level in Decisions Affecting

Company Resources or Levels of Customer Service

Q: Describe the account manager's level of empowerment to make decisions affecting Company resources or levels of customer service.

Account manager alone has limited ability to make decisions affecting Company resources or levels of customer service. Customer or resource issues are addressed through collective efforts of Account Manager and Account Team or by Management action.

Account Manager makes final decision w ith appropriate approvals from management

Account Manager makes final decision w ith appropriate approvals from management

Account managers are expected to resolve all issues and discuss and refer escalated concerns to their regional manager and/or their general manager of Large

Customer Support.

Account Manager's input is utilized by Department Managers in making customer-related decisions.

Acct. Mgrs. signing authority of $10,000 & Mgrs. authorize up to $75,000. AMs. not authorized to decide on services outside of our rules & tariffs specifications.

How ever, authorized & expected to identify customer's needs & champion.

Acct. Mgrs. signing authority of $10,000 & Mgrs. authorize up to $75,000. AMs. not authorized to decide on services outside of our rules & tariffs specifications.

How ever, authorized & expected to identify customer's needs & champion.

Empow ered w ithin defined policies/guidelines of Electric Pow er Board

Generally empow ered - use their good judgement

High level

High. Eskom as a utility do have a full delegation of authority that defines the empow erment levels of these managers

Limited. Account Manager provides information that w ill be used to make Management decisions.

Limited; empow erment more in terms of customer advocacy, rather than operational or service decisions.

Low /Modest.

Manager makes necessary decisions to establish service to the accounts

Recommendation, but not decision.

Recommends the implementation of local and system-w ide changes in company policies, procedures, and directions to meet customer needs.

Single point of contact and decision-making consultive w ith manager

Single point of contact for customers and decision-making is consultive w ith manager

Tariffs are legislated, the account managers are empow ered to offer a span of product and services depending on the importance of the customer.

The Account Executive is the single point of contact for the customer and can direct issues to the appropriate party, although not emplow ered to allocate company resources, they do influence decisions.

The AM facilitates the issues and concerns of the customer. The AM is responsible for understanding and documentaing the concerns and sharing the issue w ith


Year: 2004

1000543


Final Report

359


Accountability Metrics of Supporting Business Unit vs. tThose of

Account Manager

Question

1. Yes:

2. No:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

53.6%

46.4%


Year: 2004


1000544

Final Report

360


Account Manager Effectiveness Measure Metrics

Q: What metrics do you have in place to measure the effectiveness of the account manager?

1. C & I customer satisfaction survey results. 2. 360 degree feedback. 3. Annual performance review .

Annual customer survey's , Number of customer contacts, Jobbing and contracting dollars,

Annual golas and quality performance review s

Annual surveys of all key accounts

Customer Satifisfaction, Energy Efficiency KWH, Demand Response KW

Customer satisfaction index, number of visits per year,Additional or maintained GWh, Energy efficient projects and saved GWh, Account management reports issu for the customer (metric specific to each segment of customers)

Customer Satisfaction levels.

Customer Satisfaction survey, energy efficiency savings achieved annually, sales of other products and services, satisfactory coordination of new service/ upgrades, follow through on pow er quality or outage issues.

Customer Satisfaction, added/retained load volumes, energy efficiency program results and regulatory complaince.

Customer Satisfaction, energy efficiency program results, demand response results and regulatory complaince

Customer Surveys

EBIT ebit/margin

External vendor surveys of customers that ask for customer evaluation of account manager effectiveness. The results are numeric rating that may also have associated subjective customer commentary.

Goals for the amount of time account managers spend w ith key accounts are tracked w ith results posted monthly. Also, periodic satisfaction surveys

Individual Performance Review , Large Volume Customer Satisfaction Survey (conducted by independent agency) and soon w ill have Customer Survey to review

Account Executive's performance from a customer's perspective.

Key Performance Indicators developed from annual business plan and goals are used to chart and measure effectiveness monthly. One on One meetings are held bi-w eekly w ith the AM to monitor progress and development.

Measured both objectively and subjectively on how w ell they meet individual Key Responsibility Areas on annual performance appraisal. Executive, Major, and

National account managers are measured on how w ell they meet Customer Tier Minimum Requirements

Metrics include customer satisfaction survey results, accomplishments for promoting energy efficiency/demand response programs.

Monthly Activity Reports

Monthly Activity reports

Overall customer satisfaction, overall account management satisfaction, national and company surveys


Year: 2004


1000545

Final Report

361


Account Manager Reporting Line

Q: To which position does the account manager report?

Account managers report to 5th level of mangement

Account Services Manager

C/I Manager

Commercial Industrial Services Manager

Customer Service Area Manager

Department Manager

Department Manager

Director Transportation Services

Director Transportation Services,

Director, C & I Business Operations

Director, Corporate Affairs

Director, Major & Business Accounts

Each AM reports to one of four managers. Ther reporting relationship is segmented by geographical aea.

Energy Services Supervisor and Engineering Supervisor, w ho report to Energy Services Manager

Manager - Customer Care and Sales

Manager - Customer Care and Sales

Manager 1, Manager 2 or Manager 3

Manager, Key Account Management

Reginal Vice Presidents - There are three: 1 - DC, 1 - Montgomery 1 - Prince Georges

Regional Marketing Manager

Regional Vice President

Reports to a Divisional/Regional Manager

Revenue Management Section Manager

Sales Manager

The customer support representative's report to the Director of Customer Support of each utility.

There are 2 regional managers; north and south.

To the Manager of the various groups.

VP Business Services.


Year: 2004


1000546

Final Report

362


Account Manager's Number of Reports

Mean

10

Quartile 1

1 <= 7

Quartile 2

7 <= 9

Quartile 3

9 <= 11

Quartile 4

11 <= 32

Number of Reports

35

3

2

30

25

2

0

20

1

7

15

10

5

6 6

7 7 7 7 7

8 8 8

9 9 9

1

0

1

0

1

0

1

1

1

1

1

1

1

2

1

2

1

3

5

1

0

1

7

1

1

6

4

7

2

8

3

9

2

4

4

5

4

2

4

1

3

4

1

3

3

2

2

7

2

9

8

4

9

3

7

3

1

2

2

5

1

8

3

8

2

2

3

0

7

1

9

2

0

1

0

5

1

2

2

6

4

8

3

1

5

4

0

6

2

3

4


Year: 2004

®US, Dollars

1000547


Final Report

363


Dedicated Account Managers Supporting C/I Customers

Percent of Total C/I Customers

Mean

1%

Quartile 1

0% <= 0%

Quartile 2

0% <= 1%

Quartile 3

1% <= 1%

Quartile 4

1% <= 7%

Percent of Total C/I Customers

8% 7

.

5

%

7%

6%

5%

4%

3%

2%

1%

0

.

0

%

0

.

1

%

0%

1

3

3

2

3

1

0

.

2

%

0

.

2

%

0

.

3

%

0

.

4

%

0

.

4

%

0

.

4

%

0

.

5

%

0

.

5

%

0

.

6

%

0

.

7

%

0

.

9

%

1

.

0

%

1

.

2

%

1

.

2

%

1

.

2

%

1

.

3

%

1

.

4

%

1

.

5

%

1

.

7

%

1

.

7

%

1

.

7

%

2

.

3

%

3

4

1

7

3

0

2

2

3

8

1

1

8

4

5

7

2

4

2

1

6

2

7

3

9

2

5

4

2

2

8

3

7

4

7

2

9

4

9

4

1

2

0

1

0

5

1

2

2

6

8

4

8

3

1

5

1

9

4

0

6

2

3

4

Source/Calculation: O.18.1/(A.3.2+A.3.3+A.4.2+A.4.3+A.6.2+A.6.3+A.5.2+A.5.3+A.7.2+A.7.3+A.8.2+A.8.3+A.9.2+A.9.3)

Year: 2004


1000411

Final Report

364


Account Manager's Assigned Customers

Mean

82

Quartile 1

6 <= 43

Quartile 2

43 <= 67

Quartile 3

67 <= 99

Quartile 4

99 <= 285

Number of Accounts

300 2

8

5

250

2

0

0

200

1

7

0

150 1

3

0

100

50

2

3

2

4

3

2

3

5

3

6

4

0

5

0

5

4

5

9

6

0

6

0

6

3

7

0

7

5

8

0

8

5

9

0

9

5

1

0

0

1

0

0

1

0

0

6

0

3

4

2

2

3

1

3

2

2

3

0

1

3

3

8

1

8

2

4

1

1

7

4

1

4

5

2

7

1

6

2

5

7

4

7

8

3

9

4

2

4

9

2

8

3

7

2

9

2

0

1

0

5

1

2

2

6

4

8

3

1

5

1

9

4

0

6

2

3

4


Year: 2004

®US, Dollars

1000548


Final Report

365


Account Manager's Assigned Accounts

Number of Accounts

Mean

1,092

Quartile 1

20 <= 178

Quartile 2

178 <= 760

Quartile 3

760 <= 1,460

Quartile 4

1,460 <= 4,500

Number of Accounts

4,500

3

,

9

5

5

5

0

4

,

0

4,000

3,500

3,000

6

2

2

,

0

2,500

2,000

1

,

2

0

0

3

1

1

,

2

3

7

1

,

0

4

4

7

1

,

5

0

1

,

0

5

0

1

,

0

8

3

0

1

,

1,500

1,000

500

2

0

3

5

8

5

9

6

1

1

0

1

1

0

2

0

0

0

2

5

0

2

9

0

5

5

7

6

9

0

7

2

0

8

0

0

0

0

1

,

0

2

7

3

4

2

5

4

1

4

2

3

9

2

1

3

7

2

8

8

4

9

3

7

4

5

1

8

4

7

3

0

2

2

1

6

1

7

2

4

3

8

3

2

1

9

2

0

1

0

5 1

1

2

2

9

2

6

4

8

3

1

5

4

0

6

2

3

4

3

1


Year: 2004

®US, Dollars

1000549


Final Report

366


Account Management Team Back Office Support

Q: If your account management team has back office support, please describe the organization?

1 Support Representative

3 Business Center representatives w ho support field personnel

6 support representatives

Account managers handle their ow n office support

Analysts handle interface w ith internal groups, such as Planning and Billing.

Back office support is provided by business call center rep that are also regionaly based

Back office w ork dispersed to field orgs. Each area has combo of tech suppt, solutions suppt & prgrm suppt based on local needs. Currently looking at consolidati suppt functions but haven't developed org structure yet.

Bill questions are handled by the Accounts Services Unit

Billing

Billing

Business Services & Support Unit

Combination of telephone based account team support and back office administration types of service support,

Department Secretary and Rate Analyst

Each geographical area has an AM that is assigned to assist w ith routing w ork and other AM that are in the field. There is an administrative staff that provides assistance w ith multiple support functions.

Energy Efficiency Tech Reps and department Secretary.

Engineering & Operation support, billing analysts, energy conservation

Generic back office support that provides a service to all the account managers. It consists of Call Centres as w ell as Revenue Management Centres that w ill deal w ith frontline interaction, w orkflow , billing, cash management, C&C and pricing

Have small support staff (2 persons) that primarily supports the AMs on system-w ide regulatory issues that require significant paperw ork and/or data managemen such as contracts, program applications processing, customer information campaigns & mailings.

Internal Account Specialists have primary responsibilities for resolution of billing issues, reconnects/disconnects, rate analysis, deposits, etc. And a support netw ork w / other departments (Accounting, Pow er Billing, & Pow er Systems)

KAST and BAS serve as back office support. KAST for transactional w ork and BAS for CRM strategic analytical, research, planning, and business activity suppor

Some Clerical Support

Support is provided by the regional manager, the centralized telephone group, and general office performance manager.

The Dir. of Cust. Support Services directs the back office support team. This is a centralized dept that is responsible for all back office activities related to cust.


Year: 2004


1000550

Final Report

367


Account Management System

Q: If you have an automated account management system, please describe?

Access system developed in-house. Provides contact information and various types of analysis and strategic planning data.

Accounts are maintained in the CIS

Avenue.

Business customers' account, Billing history, Pow er failiure history, Opportunities, annual visits, proposals made to customers,

Customer Record Management System (CRMS) - Customer Contacts, Account, Service, Revenue, etc.

database to manage account relationships, projects, equipment, usage and revenue

Developed in-house automated acct mgmt system. Has a one-w ay, read-only batch connection to our CIS for cust data. It contains cust contact info. & interactions

EE time reporting, accomplishment reporting etc.

Developed in-house to create/edit Customer Plans and custom letters, run usage reports/graphs, access billing & customer specific reliability info, view customer specific facilities, provide metrics tracking customer tier minimum requirement satisfaction

Goldmine

In-house customer messages on mainframe so employees can share information. No real automated account management system

No,

Not applicable.

Records contact and projects; maintains customer names, address, phone #; summary of billing information.

SARATOGA

The acct. mgmt. system is a database that is a placeholder for our cust. info w hich include contact info, SIC info, elect. usage, annual revenue, industry type, etc. is also a placeholder for acct. plans as w ell all communications that have transpired

Use Enterprise Sales Maker to record customer contact. The Account Exec records meetings, dicussions and contact info for the customer. The sales group accesses the info to see the activity that has taken place w ith a specific customer.

VIPER system - Lotus Data Base for usage and contact profiles

We do have a customer tracking system for the establishment of new customers (K2) as w ell as our CIS system that tracks all performance of existing customers being available to all account managers

We have an automated Rate Comparison Program

We have an in-house customer relationship management softw are system for tracking contacts by account managers.

We utilize I-Avenue to record assigned accounts and track our interaction w ith those accounts.

We utilize IAvenues to record assigned accounts and rack our interaction w ith those accounts


Year: 2004


1000551

Final Report

368


Account Management System Communication with Other

In-House Systems

Question

1. Yes:

2. No:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

70.8%

29.2%


Year: 2004


1000552

Final Report

369


Customer Planning Process

Q: If you have an annual customer planning process, please describe.

"Moduled Review " researches trends on customer type and applies know ledge to customer base to create plan for w orking w ith customers.

Account plan is developed utilizing various sources of input to address customer specific issues & Customer Tier Minimum Requirements. After internal review & presentation to customer, the plan is executed/revised as necessary throughout planning cycle

Business Plan

Combination of joint planning w ith targeted customers and utility planning based upon execution our market strategy.

Customers w ith 400 000$ revenue visited once a year, customers w ith 40 000$ revenue visited once every tw o years, less than 40 000$ are left to market force

(directed to call center)

Develop account management plans for each customer annually

Develop account plans for each key customer

Each account manager is expected to prepare an annual customer contact plan for each managed account and must review and report on status of that plan w ith their regional manager .

Each AM is required to sbumit an annual sales plan that identifies customer information that includes revenue, usage and possible opprotunities for the sale of products and services.

Have annual goal setting effort to review our programs, develop marketing plans & establish goals. Done over several w eeks w here staff, AMs, & Regional

Managers w ork together to develop info. Goals & activities then incorporated into annual perf. plans.

Have annual goal setting effort to review our programs, develop marketing plans & establish goals. Done over several w eeks w here staff, AMs, & Regional

Managers w ork together to develop info. Goals & activities then incorporated into annual perf. plans.

Included in NES strategic planning process, selected customers are interview ed

It is integrated into the annual goal planning process of those involved in account management.

Once per year there is an account planning process for key accounts w hich may include contract strategy, rate increases, projects and proj. mgmt. Annual conta goals are established for each account. The contact goals are derived from customer surveys.

Review annual Revenue and adjust account assignments.

strategic planning meeting held each fall

We meet for an annual Energy Review w ith our major C & I customers.

Yes, for the very large accounts only.

Yes. Have quarterly meetings and account plan at beginning of year


Year: 2004


1000553

Final Report

370


Products and Services Offered Through C/I Account

Management


Question

1. Consulting Services on

Automated Systems Management:

2. Consulting Services on Infrared

Heating:

3. Consulting Services on Lighting:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percen

29.2%

41.7%

58.3%

4. Consulting Services on Industrial

Processes (Chemicals, Food,

Furniture, Palstic and rubber, etc.):

5. On-Line Billing:

54.2%

33.3%

99. Other:

70.8%


Year: 2004


1000412

Final Report

371


Business Contact Center Customers

Percent of Total Customers

Mean

3.51%

Quartile 1

0.01% <= 0.14%

Quartile 2

0.14% <= 0.38%

Quartile 3

0.38% <= 6.76%

Quartile 4

6.76% <= 11.38%

Percent

12.00%

10.00%

6

4

8

.

%

.

7

1

0

4

%

.

2

1

1

8

%

.

3

8

1

1

%

8.00%

2

8

6

.

%

7

6

6

.

%

6.00%

4.00%

2.00%

0.00%

0

.

0

1

%

3

2

2

2

0

9

0

.

%

1

0

0

.

%

0

.

1

3

%

1

4

0

.

%

1

7

0

.

%

1

8

0

.

%

0

.

2

8

%

3

8

0

.

%

1

.

0

4

%

2

.

0

3

%

7

2

7

1

6

1

2

8

1

3

4

7

8

1

9

2

4

3

7

4

5

3

4

3

0

2

5

3

8

4

2

3

1

8

6

4

0

1

5

3 2

3

1

1

7

2

0

4

9

2

6

2

9

3

9

4

2

1

2

4

1

5

1

0

4

8

Source/Calculation: O.26.1/(SUM{A.3}+SUM{A.4}+SUM{A.5}+SUM{A.6}+SUM{A.7}+SUM{A.8}+SUM{A.9})

Year: 2004


50289

Final Report

372


Customer Satisfaction Measured

Q: How do you measure customer satisfaction?

Annual Customer Satisfaction Survey

Annual customer surveys

Annual JD Pow er Survey and quarterly JD Pow er Tracking Survey

Customer satisfaction feedback has been solicited through "Voice of the Customer" meetings, Corporate Visitation Meetings & Community Advisory Group Meeting

(Focus Group).

Customer Satisfaction is measured using the American Customer Satisfaction Index.

CUSTOMER SURVEY

Customer surveys

Customer Surveys and Manager Key Account Management speaking directly w ith customers.

External independent perception studies

Face to Face Customer Meetings

Face to face customer meetings

For very large customers, CS is measured w hile on visit using a questionnaire filled out w ith metrics, for madiun to large CII, customer satisfaction is surveyed on phone like residential and small CII

Have w eb-based survey e-mailed to all assigned customers annually. The customer is asked 5 questions w ith the most important being their satisfaction w ith

SDG&E and their satisfaction w ith their Account Manager.

Have w eb-based survey e-mailed to customers w hen significant transaction has occurred. Each AM required to submit minimum of 30 transactions w ith customer each year. Customer asked 5 questions w ith most important their satisfaction w ith SoCalGas & AM.

JD Pow er, internal w ritten surveys, internal quality program

Market Strategies Inc Annual Survey

Moment of truth telephone survey based on recent interactions w ith account managers is conducted quarterly.

Ongoing survey (comment) cards -- annual surveys

Participate in national benchmarking surveys, company initiated customer satisfaction surveys, and transactional surveys.

Random sample customers and customers w ith recent account manager service interaction complete customer surveys conducted by phone and/or w eb based surveys

Service level

Survey

Survey of all assigned customers at least once per year.

Survey tools develop and provide rating scales and evaluations of satisfaction w ith company, general reationship metrics, and specific account manager evaluatio


Year: 2004


1000554

Final Report

373


Customer Loyalty Measured

Q: How do you measure customer loyalty?

Account Manager determination.

Annual JD Pow er Survey and quarterly JD Pow er Tracking Survey

Based on provider choice preference and a series of other related measures w hich assess the strength/depth of loyalty. The existing measures are in a state of transition.

Bi-annual CS study of 300--400 participants that are asked to rate CS w ith the company. The ranking system is 0-4 negative; 5 neutral; 6-10 positve. An overall percentage rating is assigned to the department and company.

Enrollment to Service Programs

Face to face customer meetings

Face to Face Customer Meetings

Loyalty can be measured by the confidence and trust the customer has in thier Account Exec, Objective is to establish relationship w here customer is comfortabl to bring the Account Exec into any discussions impacting the Customer's total energy costs.

Market Strategies Inc Annual Survey

National Brand Aw areness measures

Not really a utility metric

Objectively through the results of customer favorability surveys. Since company provides only T&D related services to customers, loyalty is not currently and issu

Loyalty metrics have not been collected since services w ere marketed to C&I customers.

Ongoing survey (comment) cards -- annual surveys

Retention of customers w hen they are consolidating or expanding, repeat business of incremental products and services, and customer testimonials.,

Survey

Survey of all assigned customers at least once per year.

Third Party Phone Survey

We are to only provider of electricity on the territory that w e serve. GWh retained from other sources of energy is measured.

We currently do not have a program in place to measure customer loyalty

We do not currently measure customer loyalty.

We do not measure customer loyalty other than by indirectly by tracking the number of customers that bypass our system and the amount of lost load as w ell as inferring loyalty from the responses to the customer satisfaction survey.

We do not measure customer loyalty other than indirectly by tracking the number of customers that bypass our system & the amount of lost load as w ell as inferrin loyalty from the responses to the customer satisfaction survey.


Year: 2004


1000555

Final Report

374


Background Required from Account Managers


Question

1. No particular requirement:

2. Engineer:

3. Tecnician:

4. Sales :

99. Other:

1 2 3 4 5 6 7 8 1

0

1

2

1

3

1

5

1

6

1

7

1

8

1

9

2

0

2

2

2

3

2

4

2

5

2

6

2

7

2

8

2

9

3

0

3

1

3

2

3

4

3

7

3

8

3

9

4

0

4

1

4

2

4

5

4

7

4

8

4

9 Percent

43%

19%

10%

14%

48%


Year: 2004


1000694

Final Report

374.1

2005 Customer Service Final Report - General October 07, 2005 PA Benchmarking Team

2005 Customer Service Final Report -

General

Related documents

Add this document to collection(s)

Add this document to saved

Suggest us how to improve StudyLib