Client Project Requests 2020 - Search / Commission Files
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Exhibit __ (CEE-7)
Page 1 of 26
Client Project Requests 2020Exhibit __ (CEE-7)
Page 2 of 26
Table of Contents
Digital Strategy Approach:.......................................................................................................... 4
AGR-2018-NET-ACD ROUTING AND TECHNOLOGY ....................................................... 4
Description............................................................................................................................... 4
Benefits .................................................................................................................................... 5
Impact of not proceeding ......................................................................................................... 5
Capital Budget ......................................................................................................................... 6
AGR-NET-DIGITAL JOURNEY-IVR CHANNEL EXPERIENCE ......................................... 6
Description............................................................................................................................... 6
Benefits .................................................................................................................................... 6
Impact of not proceeding ......................................................................................................... 6
Capital Budget ......................................................................................................................... 7
AGR-NET-DIGITAL JOURNEY-MOBILE CHANNEL EXPERIENCE ................................ 7
Description............................................................................................................................... 7
Benefits .................................................................................................................................... 8
Impact of not proceeding ......................................................................................................... 8
Capital Budget ......................................................................................................................... 9
AGR-NET-DIGITAL JOURNEY-PREFERENCE ALERT MANAGEMENT ........................ 9
Description............................................................................................................................... 9
Benefits .................................................................................................................................. 10
Impact of not proceeding ....................................................................................................... 10
Capital Budget ....................................................................................................................... 11
AGR-NET-DIGITAL JOURNEY-WEB CHANNEL EXPERIENCE ..................................... 11
Description............................................................................................................................. 11
Benefits .................................................................................................................................. 11
Impact of not proceeding ....................................................................................................... 12
Capital Budget ....................................................................................................................... 12
AGR-2020-NET-CS-16 NL17 NL18 -Contact Center Knowledge Database .......................... 13
Description............................................................................................................................. 13Exhibit __ (CEE-7)
Page 3 of 26
Benefits .................................................................................................................................. 13
Impact of not proceeding ....................................................................................................... 13
Capital Budget ....................................................................................................................... 14
NETAPPS-PDD-2020-CS-06-Digital Projects ......................................................................... 14
Description............................................................................................................................. 14
Benefits .................................................................................................................................. 18
Impact of not proceeding ....................................................................................................... 18
Capital Budget ....................................................................................................................... 19
AGR-2020-NET-IT-02-NY Click UPGRADE ........................................................................ 20
Description............................................................................................................................. 20
Benefits .................................................................................................................................. 20
Impact of not proceeding ....................................................................................................... 21
Capital Budget ....................................................................................................................... 22
AGR-2020-NET-IT-nn-MV90 Upgrade ................................................................................... 22
Description............................................................................................................................. 22
Benefits .................................................................................................................................. 22
Impact of not proceeding ....................................................................................................... 23
Capital Budget ....................................................................................................................... 23
AGR-2020-NET-SG-17-Enterprise GIS Upgrade and Modernization ..................................... 23
Description............................................................................................................................. 23
Benefits .................................................................................................................................. 24
Impact of not proceeding ....................................................................................................... 24
Capital Budget ....................................................................................................................... 26Exhibit __ (CEE-7)
Page 4 of 26
Digital Strategy Approach:
Digital transformation is imperative in today’s world to offer the best customer centric digital
solutions. Digital solutions offer opportunities to meet customer needs and deliver an experience
that goes above and beyond. Our goal is to be at the head of the pack with Top Tier utility
companies for customer satisfaction for digital offerings.
AGR-2018-NET-ACD ROUTING AND TECHNOLOGY
Description
Upgrade CT/MA existing platform and integrate NY and ME onto the same solution. This will
improve contact center and a positive customer experience across companies. New technologies
can provide a flexible and scalable enterprise-wide solution for Avangrid Networks contact
centers that will effectively utilize resources. Leveraging technologies and resources will help
identify efficiencies within our call volume scheduling systems to monitor and adjust in order to
effectively manage volumes and schedule adherence.
The Project Scope is:
• A platform that will be supported with the ability to route front & back office in a
blended state; i.e., Omni-Channel Communication: E-mail, Social Media, SMS etc.,
compatible soft-phone and hard-phone and different types of ACD distribution.
• A platform with customer routing capability to distribute interactions based on skill sets
to any contact center between Avangrid companies.
• Ability to virtualize agent resources across all Avangrid Networks operating companies.
• Improve & enhance unified reporting and perform real-time and historical cradle to grave
reporting on all interactions.
• Callback Application - include functionality for all OpCos; utilizing Virtual Hold as our
vendor.
• Data & System Integrations
• Computer Telephony Integration (“CTI”) with SAP is required. SAP is the customer
system of record that comprises a bi-directional exchange of data between the phone
platform and SAP.
• The ability to integrate with Genesys WFM tool(s) to send interval data from the ACD to
WFM for all OpCos.
• The phone systems will need to integrate with the two existing on premise IVR
platforms; Genesys GVP 8.5.x IVR platform for NY and ME companies and Genesys
Pure Connect for CT and MA companies.
• The platform will have the ability to make automated outbound calls to customers, to
voice and screen record all calls and have the capability to route the customer to an after
call IVR survey.Exhibit __ (CEE-7)
Page 5 of 26
• Reduce professional services effort and cost by training internal resources as system
administrators within the business to make configuration changes.
• Replace Call Center Technology in NY & ME as the hardware is no longer supported and
often failing.
In addition, the global solution for Corporate (IT Managed) Voice infrastructure requires
transformation of existing TDM/PBX technology to a Voice Over Internet Protocol (“VOIP”)
platform. Current state: there are aged Nortel PBX devices providing voice services to General
offices associated with the NYSEG, RG&E and CMP operating companies. The PBX's are end
of life and out of support. The failure rates are increasing across the Company, impacting
availability of voice communications. Part availability is limited. The global standard requires a
VoIP solution as a replacement strategy.
This effort is in year 4 of a 5-year lifecycle replacement plan. In 2019, two initiatives are
planned:
1) Complete transition of General Offices to VoIP solution / Voice Gateway purchases; and
2) VoIP platform will also be architected and deployed to ANET Call
Centers. Implementation of the UIL Call Center VoIP platform at the call centers will
require hardware and professional services for configuration and deployment to include,
multiple high availability routers and switches, cabling and gold class circuits (OPEX).
Benefits
Single platform guarantees simplified applications and ease of support.
Impact of not proceeding
• The NY call routing system (Avaya Software Version 6) is 9 years old and unsupported
by the vendor and running on older IT infrastructure. This critical software enables
intelligent skill based routing moving calls to specific skill sets allowing quicker more
accurate responses for customers. In addition this routing engine routes calls to gas
emergency, electric emergency, and to other supporting internal/external call centers.
This system also is responsible for measure of key call center statistics such as ASA,
abandoned rate, call handle times, etc. A failure of this system would have drastic
impacts on NY call center ability to support all customers’ calls including gas and electric
emergency. In addition we would not have ability to control any call flows to various
call center queues. NY Call Centers took 2.7 million calls in 2018.
• The current PBX analog phone system is end of life and is in need of replacement. The
system would be upgraded to a VOIP system offering improved operating costs,
scalability, advanced features, reliability and flexibility.Exhibit __ (CEE-7)
Page 6 of 26
• Availability of voice infrastructure to end users in remote offices and call centers. As
PBX's fail, there will be no approved spend for like-for-like replacement devices. All
PBX's must be replaced with the VoIP platform.
Capital Budget
$ in thousands
Company 2020 F 2021 F 2022 F 2023 F
NYSEG $ 720 $ - $ - $ -
Hardware 217 - - -
Software - - - -
Internal Labor 65 - - -
Professional Services 437 - - -
RGE $ 166 $ - $ - $ -
Hardware 111 - - -
Software - - - -
Internal Labor 33 - - -
Professional Services 23 - - -
TOTAL $ 886 $ - $ - $ -
AGR-NET-DIGITAL JOURNEY-IVR CHANNEL EXPERIENCE
Description
Maximize the use of self-serve options while giving customers flexibility and choices. Improve
customer satisfaction by completing the remaining scope for the 2019 initiative.
If a customer has an email address on file, this feature offers to use it to enroll the customer in
EBill.
Benefits
• Annual call reduction initiatives by handling interactions through IVR automations.
• Goals include self-service adoption, customer satisfaction, and improving SLAs.
Impact of not proceeding
• Continue to lag in the digital customer experience space, losing opportunities to make
operations more efficient
• Not being able to perform transactions across more than one channel will diminish
success of digital strategy. Customers want to engage with their utility in their preferred
channelExhibit __ (CEE-7)
Page 7 of 26
• Customers are less satisfied if they do not choose to receive an electronic bill; customers
of award-recipient utilities are 7 percentage points more likely to receive monthly
statements electronically. (Source: JD Power)
Capital Budget
$ in thousands
Company 2020 F 2021 F 2022 F 2023 F
NYSEG $ 85 $ - $ - $ -
Hardware - - - -
Software 20 - - -
Internal Labor - - - -
Professional Services 65 - - -
RGE $ 43 $ - $ - $ -
Hardware - - - -
Software 24 - - -
Internal Labor - - - -
Professional Services 19 - - -
TOTAL $ 128 $ - $ - $ -
AGR-NET-DIGITAL JOURNEY-MOBILE CHANNEL EXPERIENCE
Description
To provide our customers with an easy way to transact with their utility, the launch of our mobile
app will provide key functionality to increase self-service transactions and make it easier for our
customers to do business with us. Much of the same functionality that is currently on our
websites will ensure customer engagement, yet on the customer’s preferred channel of choice.
While the Contact Center is still available for customer needs and inquires, customers will now
have the option of transacting with their utility right from their Smartphone. Currently, the best
digital experience we provide our customers is the ability to access their account from their
computer. According to a J.D. Power 2019 Utility Digital Experience Study, only 29 of the 67
utilities included in the study currently offer a mobile app. “Utilities that remain digital laggards
are passing up a prime opportunity to make their operations more efficient and reduce costs.”
The addition of the mobile app will not only enhance optimization and operational efficiency,
but it will also provide customers an option that resolves their problems quickly.
Most functionality will be implemented in 2019, any functionality not completed in 2019 would
be completed by the next 5/31/20 release date.
Remaining Functionality to include
• Mobile App to accept credit card payments;
• Mobile App to provide outage Estimated Time of Restoration (ETR) for all Opcos.Exhibit __ (CEE-7)
Page 8 of 26
• Mobile App integration to Mobile responsive sites (NYSEG Smart Solutions and RG&E
Your Energy Savings) using Single Sign on.
Benefits
Customers using digital services indicate higher customer satisfaction (Source: JD Power)
• The app is free and available 24/7
• The app is secure, easy and convenient
• Includes biometric login for security and convenience
• Customers can manage their account, anytime, anywhere, at their convenience
• Customers can easily view and pay their bill with a click of a button
• Reporting an outage is fast and simple. Customers will also have access to restoration
maps and updates
• Customers can view their real time account balance, payment due date and balance
details all from one location;
• Provides option to enroll in self-serve programs for even more convenience
• Customers can update their account profile and personal preferences
• In NY, customers can submit a meter reading directly from the app, even at night with the
flashlight button
Operational Benefits
• Increase customer satisfaction scores and increase self-service transactions Customers
using digital services indicate higher customer satisfaction (Source: JD Power)
• Utilize functionality currently available on the web to ensure customer engagement on
their preferred channel
• Produce increased customer engagement and understanding about our customer base and
their behaviors
• Generate useful customer feedback and analytics reporting
• Ensure scalability to ensure new offerings can be added or removed
Impact of not proceeding
• Continue to lag in the digital customer experience space, losing opportunities to make
operations more efficient resulting in lower customer satisfaction than other utility peers.
• Will be unable to create a tailored user experience with key functionality/design elements
that increase ease of use and long-term adoption. (Source: JD Power)
• Will not be able to solve customer problems quickly with technology, connectivity with a
utility representative by phone shouldn’t be a default. (Source: JD Power)
• Usage of the mobile app will not be on par for the industry, which as of 2017 JD Power
indicates that 26% of utility customers accessed their utility via mobile up from 18% the
previous year.Exhibit __ (CEE-7)
Page 9 of 26
• Our adoption will lag behind the more than one-third (35%) of customers who are now
accessing their utility’s website either by a mobile phone or by a tablet. (Source: JD
Power)
Capital Budget
$ in thousands
Company 2020 F 2021 F 2022 F 2023 F
NYSEG $ 70 $ - $ - $ -
Hardware - - - -
Software 22 - - -
Internal Labor 8 - - -
Professional Services 39 - - -
RGE $ 34 $ - $ - $ -
Hardware - - - -
Software 12 - - -
Internal Labor 4 - - -
Professional Services 18 - - -
TOTAL $ 103 $ - $ - $ -
AGR-NET-DIGITAL JOURNEY-PREFERENCE ALERT MANAGEMENT
Description
This is a carryover from 2018 and is part of the Digital Journey. The carryover will ensure
timing to complete implementation across all operating companies.
Centralized Preference Management page behind login to view/enroll in alerts (outage, usage,
meter, eBill, autopay) - note different alerts will come from different vendors.
Report outage by text (ME/NY).
Show alert enrollment status in SAP.
Allow customer to enroll in "account-based" alerts in general. Customer could receive alerts for
the following:
• Payment received and/or posted to account (active account or on final termination
notice)
• Medical paperwork received
• Financial assistance funds are approved (and what amount was approved) and
when they are applied to an accountExhibit __ (CEE-7)
Page 10 of 26
• Service appointment reminders
• Alert when service is turned on or off
Benefits
• Proactively communicating account information
• Customers using digital services indicate higher customer satisfaction (Source: JD
Power)
• Proactive communications, primarily delivered through digital channels, such as email,
text message, or social media post, are having a significant positive impact on residential
electric utility customer satisfaction. The more proactive electric utilities are in clearly
communicating information about the cause, anticipated duration, and repair of an
outage, the more satisfied their customers will be with their overall service. (Source: JD
Power)
• Utility blogs and text messages are the highest satisfaction-generating communications
methods vs. other communication types. (Source: JD Power)
Impact of not proceeding
• Continue to lag in the digital customer experience space, losing opportunities to make
operations more efficient resulting in lower customer satisfaction than other utility peers.
• We would not realize anticipated increases in alerts and preference participation.
• Personalization or communicating through the customer’s preferred channels with
tailored messaging would not occur limiting the effectiveness of the digital effort.
• Not having proactive communications delivered through digital channels, such as email,
text message will have a significant negative effect on residential electric utility customer
satisfaction. (Source: JD Power)
• Overall satisfaction decreases when utilities do not proactively communicate outage
information regularly and clearly via the channels customers prefer, including utility
initiated phone calls, emails, text messages and social media sites. (Source: JD Power)
• Overall satisfaction in power quality and reliability decrease significantly when
customers do not receive proactive updates during an outage. (Source: JD Power)Exhibit __ (CEE-7)
Page 11 of 26
Capital Budget
$ in thousands
Company 2020 F 2021 F 2022 F 2023 F
NYSEG $ 213 $ - $ - $ -
Hardware - - - -
Software 111 - - -
Internal Labor - - - -
Professional Services 102 - - -
RGE $ 113 $ - $ - $ -
Hardware - - - -
Software 59 - - -
Internal Labor - - - -
Professional Services 54 - - -
TOTAL $ 326 $ - $ - $ -
AGR-NET-DIGITAL JOURNEY-WEB CHANNEL EXPERIENCE
Description
Based on Voice of the Customer research and 60% self-service goal by 2020 the following
enhancements have been identified for the customer facing websites to create a simple, reliable
friendlier customer experience for the 5/31/20 release for scope not complete as part of the first
release.
1. Expanded Account balance on Web to include financial assistance payments (ALL)
• Included in the account summary and balance displayed to customer third party
payments, the dates and amounts.
• Functionality required for all OpCos.
2. Secure Email (NY/ME)
3. Recurring Plastic Payments (NY)
4. Optimize Forms
5. Pay Deposit (ME)
Benefits
• Increase self-service and reduce agent supported transactions, enhance customer
satisfaction.Exhibit __ (CEE-7)
Page 12 of 26
• Customer Service has targeted growing self-service to 70% by 2025 and has targeted
60% by year end 2020.
• Support Customer Satisfaction – customer interest for web-based channels has increased
significantly.
• Improve technology stability to include multi-device compatibility, safe payment
transactions, fast time to market and flexibility to stay aligned with new technological
innovations/developments
Impact of not proceeding
• Continue to lag in the digital customer experience space, losing opportunities to make
operations more efficient resulting in lower customer satisfaction than other utility peers.
• We will lag in customer satisfaction for business customers. Online account setup among
business customers has grown significantly. In 2015, nearly three-fourths of business
customers resolve their problem or issue online during the first contact. (Source: JD
Power)
• Adoption rates for the web channel are based on key success factors of the digital
strategy. It’s easy, it’s consistent, it’s personalized, and it’s available and it works. High
expectations can lead to lack of engagement in the web and other digital channels if
expectations are not met.
• Satisfaction for customers is notably lower for customers who do not visit their electric
utility company’s website. (Source: JD Power)
• Unstable technology and lack of availability across multiple channels while not staying
aligned with new technological innovations and developments.
Capital Budget
$ in thousands
Company 2020 F 2021 F 2022 F 2023 F
NYSEG $ 231 $ - $ - $ -
Hardware - - - -
Software 137 - - -
Internal Labor - - - -
Professional Services 95 - - -
RGE $ 122 $ - $ - $ -
Hardware - - - -
Software 72 - - -
Internal Labor - - - -
Professional Services 50 - - -
TOTAL $ 353 $ - $ - $ -Exhibit __ (CEE-7)
Page 13 of 26
AGR-2020-NET-CS-16 NL17 NL18 -Contact Center Knowledge Database
Description
Expand the Knowledge Database that currently exists for CT (Watts Up/Pipeline) and MA to NY
and ME that harnesses insights, documents and guides that help advisors to provide better
service to customers. By using a dedicated knowledge base, customer service teams can find
accurate and up to date information to respond to customers quickly.
Leverage for the website for customers to self-serve with content that is kept up to date
seamlessly. A Knowledge Database is implemented at UIL companies and this functionality is
also needed at NYSEG, RG&E and CMP as an Avangrid Networks enterprise solution.
• Knowledge Database: Create Customer Contact Center knowledge databases based on
the CT/MA companies design of Watts-Up and Pipeline for NYSEG, RGE and CMP.
• Build functionality to allow CMP, NYSEG and RG&E management personnel to access
their own company interfaces through a unique portal/console.
• Basic features required are a Search Function, Navigation aids, Authorship tools,
Knowledge ratings and forums.
• Enhanced features to include Online Chat functionality, AI compatible, Ability to route
More Complex Questions, end of process surveys/polling.
• Application should be the most current release for new features; Implement mobile
responsive design for customer-facing sites.
• Integration with SAP CRM - links or hot topics etc. for frequently asked questions.
• Ask a question Website tool and website FAQs directly linked to Knowledge database for
real time content updates for customer facing websites.
Benefits
Improved resource planning, understand customer behavior, finding information easier (Lower
AHT), providing agents with the proper tools and information to solve issues in real time (First
call resolution and improved CSAT scores), Reducing the number of repetitive questions by
turning repetitive inquiries into knowledge articles (reduce call volume/emails inquiries) and
enhance/improve CSR training and job satisfaction.
Impact of not proceeding
• Increased Average Call handling time, lower customer satisfaction scores, higher
resource costs, lower first call resolution statistics, diminished customer experience.
• Less consistent service – not speaking from the same script or documentation causes
confusion and missteps when dealing with customers.Exhibit __ (CEE-7)
Page 14 of 26
• Without a good knowledge base, lower first-time resolution results from putting
customers on hold more often, leads to unnecessary transfers or callbacks because the
answers are not right at the fingertips for agents and customers for a robust online FAQ’s
resource.
• Increased training costs if there is not a strong knowledge management program to ensure
new hires are trained with the latest information and that they get consistent guidance
post training.
Capital Budget
$ in thousands
Company 2020 F 2021 F 2022 F 2023 F
NYSEG $ 250 $ - $ - $ -
Hardware - - - -
Software - - - -
Internal Labor - - - -
Professional Services 250 - - -
RGE $ 150 $ - $ - $ -
Hardware - - - -
Software - - - -
Internal Labor - - - -
Professional Services 150 - - -
TOTAL $ 400 $ - $ - $ -
NETAPPS-PDD-2020-CS-06-Digital Projects
Description
This is an Omni-Channel project for major projects across the digital roadmap that is integral to
the Voice of the Customer research finds to improve the customer experience, improve
operational efficiency and to maintain and grow customer satisfaction. Leveraging technology to
add and enhancing our digital offering is critical to staying relevant with our customers.
Expand upon existing alert offerings by allowing customers to receive alerts such as the
following:
• Status of Customer's Service Installation Request (allow customer to receive alert updates
at different stages in the process)
• Alert if customer's electric or gas service was turned on or off
• Allow customers at the UIL companies to sign up for usage alerts via voice or text in
addition to current email capabilities
• Payment was received or posted to account
• Pay by Text
• Advance notice of Tree Trimming on PropertyExhibit __ (CEE-7)
Page 15 of 26
• Register for Alerts by Text Message
• Alert customers of payments made by HEAP or DHS
• Implement TOU alert reminders
Preference Management Portal Updates:
• Add budget Billing
• Allow for new alert options listed above to be added to portal
Regulatory:
Electronic DPAs - The Public Service Commission and multiple other parties has approved to
implement an e-DPA process.
• An e-DPA is a written DPA that is signed electronically by the customer and then
returned to the company online.
• The PSC recommends a Detailed Implementation Plan to be filed within 3 months of an
approved order; which our rebuttal testimony will agree to.
• PSC recommends an implementation at the beginning of the 2020 heating season; which
our rebuttal testimony may not agree with (currently being assessed).
• Related to NY Rate Case filings 19-E-0378, 19-G-0379, 19-E-0380 and 19-G-0381.
Web:
• Add installment payment arrangements: Allow simple payment arrangements to be set up
via web.
• Budget Billing: Do not allow customers to set own budget. Allow customers to increase
budget only.
• Develop smart, fully-automated MIMO form that completes transaction and any
customer confirmation, notification and satisfaction rating survey without human
intervention. Needs to integrate with other systems (billing, customer care, scheduling,
alerts).
• Add phone number and zip for outage reporting.
• After making a payment, should be able to make another payment. May require
interface/enhancement with vendors i.e. Kubra.
• Offer appointment setting and creation of service requests that is smart, fully-automated
and includes customer confirmation, notification and satisfaction rating survey
(examples: annual furnace maintenance, meter float, cover-up. inspections, meter read,
request a call from Customer Service).
Presentment:
• Make payment pages mobile friendly (Kubra interface)
• Add loading "spinner" for pages that take more than x seconds to load
• Make landing pages more obvious/accessible. Review how landing pages work with
Mega menusExhibit __ (CEE-7)
Page 16 of 26
• Identify content components needed to ensure consistency and quality (i.e. new
heading styles, icons, image responsive style, etc.)
• Add customized greeting 'Hello Leona, Welcome back"
• If customer makes full payment online after DNP’d, we should note on the screen
how long it will take for a reconnect – avoid inbound call
• Add form to report trouble maintenance (power is on, tree on line)
• Put online behind the login customer's current supplier (and price if available)
• Add confirmation page at sign up for any product/service and tell customer what
happens next (to avoid calls asking)
• Implement personal mail box: appointment reminders, alerts for profile updates
• Reflect payments real time in Web channel
• Billing Statements
IVR:
• Maximize the use of self-serve options while giving customers flexibility and choices.
Reduce costs and improve customer satisfaction. Hot Key Payments - IVR recognize hot
key payments has been made not yet posted to account
• EBill Enrollment - If a customer has an email address on file, this feature is offer to use it
to enroll customer in ebill
• Expanded Account Balance (Financial Assistance) - add assistance amount to the
information played to the caller. Currently the account balance reads out the balance but
does not include an amount to specify any funds that are included for assistance.
• Outage (CMP) - add outage cause to the IVR that will play up to 20 pre-recorded causes
for use through the outage flow
• AutoPay plastic Enrollment and Remember me (NY) Offer customer Autopay with
plastic payment. Offer to save customer's card info to make payments more easily
• Choose your payday (All): Allow customers to choose the day their payment is deducted
on a recurring basis
• Customer Authentication (Authenticate customers using their phone number and give
them the option to enter a different number if the one we have on file is different from the
one they are calling from (ANI check). We should also allow customers to update their
phone number if we can authenticate them using their account number or SSN (UIL
only). We need to all pass authenticated information in the OpCo IVR to the Kubra IVR
like UIL so customers don't have to re-authenticate
• Payments - Make One Time Payment (ACH- Savings Account). All OpCos have the
option to pay with a savings account except NYSEG and RG&E
• Outage Alerts Enrollment: Allow customers to enroll in outage alerts via the IVR. We
currently direct them to the website or they can text (UI only)
• Payment Locations: List payment locations for customers via the IVR
• Bill statement requests - Provide billing statements that are in a customized format (bill
amounts and last payments)
• Payment arrangements - Allow customers to set up a basic arrangement following set
criteria to avoid calls
• Outage - Notification that Customer is Part of a Known OutageExhibit __ (CEE-7)
Page 17 of 26
Call Center Technology Channel
Chat Bots/Web Chat
• Current call center capabilities do not include chat bots or web chat - Out of the
approximately 5.1M calls answered annually (2018 #s), about 55% of the calls are
potential calls that can be performed via chat bot / web chat - 2.8M calls - Out of these
calls, assumed only about 25% are directly addressable for a total of 721,000 calls -
Addressable calls take approximately 5 minutes per call - Chat bots / web chat can reduce
the effort of each call by 30% - can perform 2 chats or more at once
• Future - Ability to transition planned call volume chat bots or web chat; if different than
planned the business case will be impacted - Each call center representative can perform
2 web chats at one time - likely can handle 3 or 4
Agent Assist
• Current call center capabilities do not include agent asset technology - While on the
phone with customers agents spend a lot of time and effort searching for information to
answer the customer's questions - Out of the approximately 5.1M calls answered annually
(2018 #s), about 45% of the calls are potential calls that can be performed via agent assist
- 2.3M calls - Out of these calls, assumed only about 25% are directly addressable for a
total of 560,000 calls - Addressable calls take approximately 10 minutes per call as they
are more complex - Agent assist can reduce the effort of each call by 40% by providing
information to the agent vs. the agent searching for information.
• Future - Agent assist technology can provide efficient prompting of answers which
reduces average handling time - Typical savings is about a 40% reduction in AHT for
“complex” requests - Agent assist helps with speed to resolution.
Fiori Forms
• Form solution for reps to use for SAP agnostic requests.
Mobile:
• Full Mobile App integration with Energy Manager at all Opco's (API's, etc.)
• Consumption Data, Usage Graphs, Bill Comparisons, Etc….
• Preference Portal integration
• Alerts integration
• Service appointment scheduling
• Turn on / Turn off requests
• IPAD OptimizationExhibit __ (CEE-7)
Page 18 of 26
• Explore mobile app innovations (google wallet, apple pay, voice assistant (Suri, Alexa,
Google Assistant). Some of these innovations may be dependent on regulatory or other
business capabilities
Benefits
• Customers using digital services indicate higher customer satisfaction (Source: JD
Power)
• Supports Digital Road Map and Voice of the Customer research
• Primary benefits: Reduced call volume, increased customer satisfaction
• Increase self-service and reduce agent supported transactions - Customer Service has
targeted growing self-service to 70% by 2025 and has committed to 57% year end 2018
• Customer digital roadmap initiatives to improve the customer experience and provide
more self-service options and stay aligned on new technological innovations based on
customer research
• Benefits achieved by leveraging new technologies; replacing calls with chat bot and web
chat
• Benefits achieved through continuous improvement; by shortening the call handling time
by assisting the customer service representative with complex interactions and/or making
data readily available
• Digital strategy customer experience success factors –easy, consistent and personalized
• Most used customer channel for transactions – more so than desktops/laptops
Impact of not proceeding
• Continue to lag in the digital customer experience space, losing opportunities to make
operations more efficient resulting in lower customer satisfaction than other utility peers.
• No being able to perform transactions across more than one channel will diminish
success of digital strategy. Customers want to engage with their utility in their preferred
channel.
• Customers are less satisfied if they do not choose to receive an electronic bill; customers
of award-recipient utilities are 7 percentage points more likely to receive monthly
statements electronically. (Source: JD Power)
• Will be unable to create tailored user experience with key functionality/design elements
that increase ease of use and long term adoption. (Source JD Power)
• Will not be able to solve customer problems quickly with technology, connectivity with a
utility representative by phone shouldn’t be a default. (Source JD Power)Exhibit __ (CEE-7)
Page 19 of 26
• Usage of the mobile app will not be on par for the industry, which as of 2017 JD Power
indicates that 26% of utility customers accessed their utility via mobile up from 18% the
previous year.
• We would not realize anticipated increases in alerts and preference participation.
• Personalization or communicating through the customer’s preferred channels with
tailored messaging would not occur limiting the effectiveness of the digital effort.
• Not having proactive communications delivered through digital channels, such as email,
text message will have a significant negative effect on residential electric utility customer
satisfaction. (Source: JD Power)
• Overall satisfaction decreases when utilities do not proactively communicate outage
information regularly and clearly via the channels customers prefer, including utility
initiated phone calls, emails, text messages and social media sites. (Source: JD Power)
• Overall satisfaction in power quality and reliability decrease significantly when
customers do not receive proactive updates during an outage. ( Source: JD Power)
• We will lag in customer satisfaction for business customers. Online account setup among
business customers has grown significantly. In 2015 nearly three-fourths of business
customers resolve their problem or issue online during the first contact. (Source: JD
Power).
• Adoption rates for the web channel are based on key success factors of the digital
strategy. It’s easy, it’s consistent, it’s personalized, and it’s available and it works. High
expectations can lead to lack of engagement in the web and other digital channels if
expectations are not met.
• Satisfaction for customers is notably lower for customers who do not visit their electric
utility company’s website. (Source: JD Power)
• Unstable technology and lack of availability across multiple channels while not staying
aligned with new technological innovations and developments.
Capital BudgetExhibit __ (CEE-7)
Page 20 of 26
$ in thousands
Company 2020 F 2021 F 2022 F 2023 F
NYSEG $ 996 $ 861 $ - $ -
Hardware 38 19 - -
Software 746 768 - -
Internal Labor - - - -
Professional Services 211 74 - -
RGE $ 529 $ 457 $ - $ -
Hardware 20 10 - -
Software 111 408 - -
Internal Labor - - - -
Professional Services 398 39 - -
TOTAL $ 1,525 $ 1,318 $ - $ -
AGR-2020-NET-IT-02-NY Click UPGRADE
Description
This project is to upgrade NY Click from version v8.1.7 to Field Services Edge Cloud-Based
solution. NY's current version of Click is the Field Mobility platform supporting many Business
Field processes (Turn On, Turn Off, periodic meter testing, field investigation, collections,
Trouble work (Gas and Electric), Outages etc.). The current version (8.1.7) is not compatible
with newer versions of SAP so this will not work following the NY AMI SAP upgrade. Existing
version becomes End Of Life (EOL) with the vendor 12/31/20, at which point it will no longer
be supported in the event of any issue. In October 2021 it will be rendered useless following the
EOL of Microsoft SilverLight.
Benefits
• Click’s Field Services Edge is the Latest Flagship Cloud-Based Solution
• Compatible with the SAP EHP8 and CRM7 systems
• Predict job durations based on historical data
• HTML5 Client with Native/HTML Mobile App
• Google Maps GIS
• Enhanced UX and UI from V8
• Improved Optimization Service
• All-In-One Platform: OOTB Schedule, Mobile, Locate, SLR, Analytics, etc.
• SAP PI Adapter for S/4 and ECC
• Greater flexibility to extend functions in Mobile applications
• Ongoing Vendor supportExhibit __ (CEE-7)
Page 21 of 26
Impact of not proceeding
• Current version of Click is not compatible with newer versions of SAP, i.e SAP
EHP8 and CRM7
• End of Life for current 8.1.7 version is at the end of 2020, that means we are out
of standard support by end of 2020
• End of life of Silverlight is October 2021. It is a development tool for creating
engaging , interactive user experiences for web and mobile applications. If this is
not upgrade, the click scheduling tool will not work
• Impacts: Click is the main field mobility engine for:
o meter related work (turn on, turn off, periodic meter testing, field
investigation, collections, etc.), gas operations work and electric
o Gas Operations (gas trouble work)
o Electric Operations (electric trouble work, outages update including ETR
entry)
• Without Click Upgrade order processing will revert to paper requiring additional
resources to print orders, enter results, and complete post field work system
processing
• In 2018 there were 517,678 tasks processed through Click. This software needs
to be updated to ensure the Click system functions to process field orders, click
compatibility with newer SAP/AMI systems, and ensure software
reliability/functionality. Not updating Click with result in severe issues with field
productivity directly impacting:
• Gas/electric system reliability
• Electric/Gas outage response and ETR
• Customer meter related requests
• PSC Mandated meter testing
• Customer Satisfaction
• Back Office ProcessesExhibit __ (CEE-7)
Page 22 of 26
Capital Budget
$ in thousands
Company 2020 F 2021 F 2022 F 2023 F
NYSEG $ 2,960 $ - $ - $ -
Hardware - - - -
Software 2,529 - - -
Internal Labor - - - -
Professional Services 431 - - -
RGE $ 1,480 $ - $ - $ -
Hardware - - - -
Software 1,281 - - -
Internal Labor - - - -
Professional Services 199 - - -
TOTAL $ 4,440 $ - $ - $ -
AGR-2020-NET-IT-nn-MV90 Upgrade
Description
MV90xi v5.0 becomes unsupported in January 2021. MV90xi v5.0 uses a Pervasive database.
However, MV90xi v 6.1 uses a SQL database. Thus all the existing MV90 databases will have
to be converted over to the new SQL database. All the transfers and interfaces will also have to
be fully tested. Changes need to be performed for both the UI and CMP/NY MV90 systems. We
have received an End of Life notice from the vendor (Itron) documenting the current version of
the software we utilize will no longer be supported as of January 31, 2021.
Benefits
MV90 is used to obtain, validate and export the study data used for the load research process.
Load profile analysis is used by: The Regulatory Group to set tariffs, the Load Settlement
process to assign a 24 hour profile to customers, transmission and distribution for infrastructure
analysis, and other groups within Avangrid.Exhibit __ (CEE-7)
Page 23 of 26
Impact of not proceeding
If MV90 is not upgraded, the version used by UI and CMP/NY will become unsupported by the
vendor effective January 31, 2021. Thus any issues will not be fixed and the system will not be
able to perform its necessary processes.
Both load profile (interval) data and register read data could not be retrieved from meters of
some of our largest customers, impacting regulatory processes and requirements such as:
▪ Daily reporting for ISO Load Settlement processing
▪ Validation and transmission of complex meter read data to the billing system,
preventing subsequent customer bill generation and invoice processing
▪ Presentment of load profile data through web channels to customers for
subsequent analysis
▪ Customer Satisfaction
▪ Back Office Processes
Capital Budget
$ in thousands
Company 2020 F 2021 F 2022 F 2023 F
NYSEG $ 59 $ - $ - $ -
Hardware 38 - - -
Software 21 - - -
Internal Labor - - - -
Professional Services - - - -
RGE $ 28 $ - $ - $ -
Hardware 18 - - -
Software 10 - - -
Internal Labor - - - -
Professional Services - - - -
TOTAL $ 88 $ - $ - $ -
AGR-2020-NET-SG-17-Enterprise GIS Upgrade and Modernization
Description
Currently the NY GIS is on version 10.2.1. This project will include the upgrading of both ESRI
(ArcGIS) and Schneider Electrics (ArcFM) Desktop and Server software to 10.6.1 with an HA
(High Availability) architecture.Exhibit __ (CEE-7)
Page 24 of 26
Currently there are hundreds of users from different parts of the business that utilize GIS
Silverlight applications, most of which are customized to meet specific business needs and
perform utility specific functions. Some of the functionality will be replaced using ESRI ArcGIS
WebApp Builder applications designed and deployed in our ArcGIS Portal environment and
geared towards a simpler application use case. When an application requires more detailed tools,
including Gas or Electric network tracing functionality and customizations, the ArcFM Web
(Geocortex) framework will be used. Required SmartMap functionality will be replicated during
this project.
Benefits
Currently GIS version 10.2.1 is in mature support with all support expiring in 2021. The GIS
servers are all running OS Windows Server 2008. This OS version has an end of support date of
January 2020. So not only do we need to upgrade our GIS software version, but the servers OS
will need to be upgraded as well. GIS version 10.2.1 does not run on Windows Server 2016 and
GIS version 10.6.1 does not run on Windows Server 2008, so both must be addressed together.
Silverlight is currently only supported in an IE browser and Microsoft will stop support in 2021
so we must replace current applications in 2020. Both Schneider Electric and ESRIi have
already retired support for Silverlight. The applications used in NY have hundreds of users and
are essential to everyday business, including storms.
The existing SmartMap application is that it is written in obsolete VB5, and requires Windows 7
as the OS for the desktop (which is end of life in 2020).
Impact of not proceeding
If we do not upgrade to a newer release of the GIS, we will not have technical support from both
ESRI and Schneider Electric should problems arise. Given the large user base and criticality of
some of the GIS functions this would be a significant risk to Business Processes. Also, since
Microsoft has set an end of life for Windows Server 2008 to January 2020, beyond that date
there will be no further security patches issued and no ability to call for OS support.
The risk of not replacing these Silverlight applications before this date will render our critical
applications unusable. Firefox and Google Chrome have already disabled Silverlight support,
and Microsoft is targeting to do this in 2021.
Since this effort addresses critical lifecycle upgrades at all levels of the Enterprise GIS Platform,
to include Hardware, Operating System, ESRI GIS Software, Schneider and Visualization tools,
if these are not upgraded and lose support many critical applications will be negatively impactedExhibit __ (CEE-7)
Page 25 of 26
and could cause disruption of critical operating procedures. The business relies on the Enterprise
GIS Platform to provide geospatially based data to perform its daily operations such as:
Network Model Maintenance: GIS editors maintain an up to date normal operating state
of the electric and gas networks. A variety of viewing applications and tools for day-to-
day necessary business functions are driven by the GIS data modeling and used by
hundreds of employees should a problem arise with the GIS because of being not only on
an unsupported operating system. If the network model is not maintained due to a GIS
based outage, we run the risk of outdated modeling. This could lead to potential safety
issues impacting the field workforce and hinder restoration efforts.
Outage Management - GIS feeds the Spectrum OMS system with the network and
connectivity model which is used for outage and restoration management purposes. GIS
is used for Damage Assessment and restoration efforts. Should GIS suffer an
unsupported outage, there could be impacts to outage and restoration management
activities resulting in degraded customer service.
Vegetation Management – Vegetation management relies on GIS information to manage
trim cycles for both distribution and transmission. Should GIS suffer an unsupported
outage, there could potentially be an interruption in the workflow of vegetation
maintenance cycles which could have an adverse impact on customers during outages.
Electric Network Analysis and Planning – For Electric, GIS feeds CYME with the GIS
data model so that engineers and can run power flow analysis on the system including
load capacity, power quality and DER. Hosting Capacity is also included. For Gas, the
same type of analysis is done for planning purposes. Should the GIS suffer an
unsupported outage, these planning tools will not be able to provide accurate mitigation
and future planning output.
GIS Viewing Tools – Across NY, hundreds of employees use GIS applications to view
the network and customer information as well as outage data. These tools are heavily
used during storms as well as providing the public facing outage map up to date outage
information. Whether managing a storm or during critical communications between
customer service and our customers, these tools require accurate and up to date data
which could be severely impacted by an unsupported GIS outage.Exhibit __ (CEE-7)
Page 26 of 26
Capital Budget
$ in thousands
Company 2020 F 2021 F 2022 F 2023 F
NYSEG $ 1,276 $ 297 $ - $ -
Hardware 418 - - -
Software 323 29 - -
Internal Labor 115 58 - -
Professional Services 420 210 - -
RGE $ 638 $ 156 $ - $ -
Hardware 189 - - -
Software 169 15 - -
Internal Labor 60 30 - -
Professional Services 220 110 - -
TOTAL $ 1,914 $ 453 $ - $ -You can also read
