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A USLEY M C M ULLENATTORNEYS AND COUNSELORS AT LAW123 SOUTH CALHOUN STREETP.O. BOX 391 (ZIP 32302)TALLAHASSEE, FLORIDA 32301(850) 224-9115FAX (850) 222-7560April 9, 2021ELECTRONIC FILINGMr. Adam J. Teitzman, Commission ClerkOffice of Commission ClerkFlorida Public Service Commission2540 Shumard Oak BoulevardTallahassee, Florida 32399-0850Re:Docket 20210034-EI, Petition for Rate Increase by Tampa Electric CompanyDear Mr. Teitzman:Attached for filing on behalf of Tampa Electric Company in the above-referenced docketis the Direct Testimony and Exhibit of Melissa L. Cosby.Thank you for your assistance in connection with this matter.(Document 3 of 34)Sincerely,J. Jeffry WahlenJJW/neAttachmentcc:Richard Gentry, Public CounselJon Moyle, FIPUG
BEFORE THEFLORIDA PUBLIC SERVICE COMMISSIONDOCKET NO. 20210034-EIIN RE: PETITION FOR RATE INCREASEBY TAMPA ELECTRIC COMPANYDIRECT TESTIMONY AND EXHIBITOFMELISSA L. COSBY
TAMPA ELECTRIC COMPANYDOCKET NO. 20210034-EIFILED: 04/09/20211BEFORE THE FLORIDA PUBLIC SERVICE COMMISSION2PREPARED DIRECT TESTIMONY3OF4MELISSA L. COSBY56Q.Please state your name, address, occupation and employer.A.My name is Melissa Cosby. My business address is 702 North789Franklin Street, Tampa, Florida 33602. I am employed by10Tampa Electric Company (“Tampa Electric” or “the ienceStrategyandService1314Q.Please describe your duties and responsibilities in thatposition.151617A.I am responsible for leading Tampa Electric’s customer18experience strategy and providing support to our ementing a strategy and plan to stay relevant with23advancing technology and evolving customer expectations24and provide excellent service to our customers. I am also25responsible for our Voice of the Customer program, vingdevelopingand
1focuses on gaining insight into customers’ wants, needs,2perceptions, preferences, and expectations. These insights3and feedback are used to make business decisions to improve4the customer experience.56Additionally,7management, administrative services, customer complaint8management, quality monitoring for the customer contact9centers, customer experience training, and management ofcustomermy10the11strategic ovideabriefyoureducationalbackground and business experience.141516A.I obtained my bachelor’s and master’s degrees in accounting17from the University of South Florida and was licensed as a18Certified Public Accountant in the State of Florida in19October20accounting, I began working at Tampa Electric in February212010 as an internal auditor. Since then, I have held22several positions in different functional areas, each of23which involved more responsibility and leadership. I ustomerexperiencestrategy,strategic
ational34Q.What are the purposes of your direct testimony?A.The purposes of my direct testimony are to: (1) describe567the company’s customer experience department and its goals,8(2)9experience has evolved since the company’s last rate case10in 2013, (3) explain how the company measures its customer11experience performance and how the company’s performance12has improved in the last eight years, (4) explain the13programs the company has implemented to assist low income14customers and customers impacted by COVID-19, (5) provide15details about the company’s plans for continuing to improve16its customer experience, including the options available17as part of our new Advanced Metering Infrastructure (“AMI”)18system,19experience capital budget and planned additions for 202220are reasonable and prudent, and (7) show that the company’s21proposed22(“O&M”) for customer experience activities in the 2022 test23year is reasonable and anexhibit3tosupportyourdirect
testimony?123A.Yes. Exhibit No. MLC-1, entitled “Exhibit of Melissa L.4Cosby,” was prepared under my direction and supervision.5The contents of my exhibit were derived from the business6records of the company and are true and correct to the best7of8documents, as ocument No. 110ListofMinimumFilingRequirement11Schedules Sponsored or Co-Sponsored by12Melissa L. CosbyDocument No. 213Tampa Electric JDP Study Highlights –Residential14Document No. 315Tampa Electric JDP Study Highlights –Business1617Document No. 4O&M by Functional Area 2013 – 202218Document No. 5Capital by Major Project 2013 – 202219Document No. 6Contact Center Metrics2021Q.Are you sponsoring or co-sponsoring any sections of TampaElectric’s Minimum Filing Requirement (“MFR”) schedules?22232425A.Yes. I am sponsoring or co-sponsoring the MFR scheduleslisted in Document No. 1 of my exhibit. The data and4
1information contained in these schedules were taken from2the business records of the company and are true and3correct to the best of my information and belief.45TAMPA ELECTRIC’S CUSTOMER EXPERIENCE AREA6Q.What are Tampa Electric’s three major areas of strategicfocus?789A.As noted in the direct testimony of Tampa Electric witness10Archibald D. Collins, our major areas of strategic focus11are safety, cleaner and greener operations, and a World12Class13department dedicated to the customer experience, every14Tampa Electric team member is responsible for delivering a15World Class customer 617Q.How many people are employed by Tampa Electric in the18customer experience department and what are the major19functional areas in that thecustomer22experience department. Most of these team members work in23the contact center operations serving both Tampa Electric24and Peoples Gas customers. The rest are responsible for25customer strategy; communications and marketing; digital5
3management and programs and services; business solutions;4billing and exceptions; account management; and credit wside67Q.What are the company’s goals in the customer experiencearea?8910A.Our overarching goal is to provide customers with a WorldClass customer experience.111213Q.Has Tampa Electric formalized its plans for achieving ustomer18Commitment Statement. A key element of this strategy is19that all team members are responsible for delivering a20World Class customer experience.2122The company’s Customer Experience Strategy focuses on these23six drivers of customer satisfaction:241.Power Quality & Reliability252.Billing and Payment6
13.Price24.Corporate Citizenship35.Communication46.Customer Care – digital, phone, and ll7deliver outstanding customer service by:81.Creating an effortless customer experience;92.Empowering customers to design their energy experienceof choice; and103.11Building strong connections with our customers.1213Q.What actions has the company taken to ensure that all14employees feel responsible and empowered to deliver a World15Class experience to customers?1617A.Tampa Electric developed a Customer Commitment Training18Program in 2018 to help team members better understand19their20company successfully deployed the training program in 2019.21Over 99 percent of our team members completed one of the22173 classroom sessions we VOLUTION OF CUSTOMER EXPECTATIONS25Q.Have customer expectations for electric service changed in7
the last decade?123A.Yes. Customer expectations for electric service continue4to grow and evolve. Customers expect more than just safe,5reliable, and affordable electric service. This change has6been largely driven by technology and advancing customer7service standards in other industries. Our customers live8in a more digital world and expect an experience from their9electric utility that is similar to what they receive from10companies like Amazon and Uber. Customers want to self-11serve using their “channel” of choice - whether telephone,12email,13whenever and wherever they want. Customers want faster14service, which raises service level expectations. They want15a consistent and personalized experience that is simple to16use, convenient and innovative. Customers want information17specifically related to services that impact their account,18power quality and reliability, billing and payment, and19they want to know what the utility is doing to improve the20utility’s infrastructure and the 22Q.How do customers expect Tampa Electric to contribute to acleaner, greener environment?232425A.Tampa Electric has reviewed industry data and completed8
1its own market research. This research shows that both2residential3environment and want the company to leave a cleaner planet4for future generations by investing in renewable energy5like solar. Tampa Electric witness Jose A. Aponte’s direct6testimony explains the company’s planned investments in7additional solar.andbusinesscustomerscareaboutthe8910CHANGES IN CUSTOMER EXPERIENCE SINCE xpectations?111213A.Tampa Electric improved the customer experience to meet14changing customer expectations by using new technology,15new processes, and new training. My direct testimony will16explain how these improvements have created the company’s17World Class customer experience.1819Q.How much capital has the company invested in the customerexperience area from 2013 to 2021?20212223A.The company has invested approximately 132 million in thecustomer experience area between 2013 and 2021.24259
1New Technology ectriccompleted since 2013?345A.The company has invested in seven major technology projectssince 2013 to improve the customer experience:61. SAP Customer Relationship, Management & Billing “CRB”7System Implementation & Continued Enhancements82. Outage Enhancements9103. t(“IVR”)134. Automation Functionality145. Customer Preference Center156. Voice of the Customer167. Web & Portal ments&1718Unless otherwise noted, the capital investments below do19not include AFUDC. Additionally, all amounts included in20this document are for Tampa Electric only and do not21include amounts for Peoples Gas.22231.SAP24System Implementation & Continued nagementand
Billing System (“CRB”) Implementation?123A.The company modernized its legacy mainframe billing system4with a state-of-the-art customer management and billing5system that is a solution for managing customer accounts,6billing, payment, credit, and collection services. The CRB7system integrates with over 60 other application systems.89Q.What was the cost for the CRB System Implementation?A.The company made a capital investment of approximately 83101112millioninthe13approximately 5 million in subsequent enhancements made14to the system after it went live in 2017 through 2021.15Additionally, enhancements to the CRB system are planned16for 2022 in the amount of approximately 7 million. These17enhancements are necessary to keep pace with 21Q.How has this change to the company’s billing solutionimproved the customer experience?22232425A.Tampa Electric’s decision to modernize the billing platformwas important to reduce the risk of system failure due to11
1obsolescence, as the mainframe solution was outdated and2becoming increasingly challenging to support. The new CRB3system4capabilities5several ways. First, Tampa Electric redesigned company6bills to include usage graphs and significant customer7messages in a more customer-friendly format. Second, the8new solution gives customers more billing options. For9example, customers with multiple accounts have the option10to include all their accounts on one bill. Third, we11created12billing, account management and outage reporting. Fourth,13year over year, Tampa Electric has reduced the number of14estimated bills and the number of adjustments to bills and15has improved the timeliness of the issuance of bills. Tampa16Electric also used the CRB implementation, in combination17with various other automation tools, to streamline back-18office credit and collection activities. The company has19also been able to speed up the processing of customer20payments to multiple times per hour. Previously, these21payment files were run once a day during nighttime encewithinpaperlessprocessedless
12.Outage Enhancements2Q.What is the Outage Enhancements Project?A.The company enhanced outage communications by improving345the outage map, improving the methods for how outages ofoutage89Q.What was the cost for this project?A.The1011companyhasinvestedapproximately 2millionin12enhancements to the outage communication process, with13approximately 1 million planned for 2022.1415Q.How has this project improved the customer experience?A.We know that customers want their power to always be on;161718however, in the event a customer experiences an outage,19customers want Tampa Electric to communicate with them20proactively21information about their outage. By improving the outage22communication23overall24information they need in the event of an outage. ytexts;the(2)
1providing at least three data points on all outage related2communications; (4) an improved user experience and clarity3of information on the outage map with the ability to report4an outage directly from the map; and (5) an address search5option on the outage map so customers aren’t forced to call6if they don’t have their account number, meter number, or7phone number readily available.893.Response (“IVR”) System Enhancements & Replacement1011Contact Center Management (“CCM”) and Interactive VoiceQ.What is the Interactive Voice Response System replacementproject?121314A.The project will allow us to replace the current Contact15CenterManagement16technology that will better serve our customers. Presently,17the system handles over 4.5 million calls. Approximately181.8 million of those are routed to a Customer Service19Professional (“CSP”) in the form of a call; the other 6020percent21without the assistance of a live agent. The new state of22the art system will:23 thnewfunctionality,Introduce new channels and allow for improved self-24service options - providing foundational technology that25will allow for development of artificial intelligence14
(AI) features such as predictive intent and chat.1 2Improve the agent experience with a modern agent desktop3that seamlessly integrates with CRB and other business4systems,5efficiently and effectively. 6enablingagentstoassistcustomersmoreImprove operational efficiencies by delivering inbound7interactions to the best available agent the first time,8reduce transfers, and rapidly/automatically adjust to9intra-day conditions with modern management tools.1011Today, the CCM/IVR platform manages customer interactions12for13Electric and Peoples Gas System. In addition to the call14management, the platform is an important self-service tool15for payments, payment arrangements, and outage reporting.16The current CCM/IVR platform was purchased in 2012 and17implemented in 2014. The current environment does not meet18Customer Experience’s digital vision of providing an easy,19convenient, and innovative experience where customers can20conduct business with Tampa Electric and Peoples Gas System21whenever and wherever they want. The project is slated to22go live in mid-2021.morethan1millioncombined2324Q.What was the cost for this project?2515customersofTampa
1A.The company has invested in approximately 4 million in2enhancements to the existing IVR since 2013. Beginning in32020, the company began replacement of the existing IVR4system and plans to invest approximately 8 million for5the project.67Q.How has this project improved the customer experience?A.Enhancements to the CCM/IVR system and processes allow for8910an improved phone experience for customers, as well as11improved12calling the company. These updated systems will allow for13improved self-service offerings, reduced call volume, and14natural voice response which will make the system easier15to use as well as provide customers with additional contact16choices such as utomation Functionality19Q.What is the Automation Functionality project?A.The company automated certain transactions and processes202122toincrease23provide24Specifically, the company streamlined the move in / move25out process to improve the overall experience for rvice,experiencetoandcustomers.
1high-volumetransactions,2process for customer move ins performed via nsby7messaging that guides the CSP with account activation and8beneficial program enrollments for kflowstheaccountandpop-up910Q.What was the cost for this sted13approximately 11 million in automation, with an additional14investment of approximately 2 million planned for 2022.1516Q.How has this project improved the customer experience?A.The automation of certain processes and transactions has171819made it easier for customers to do business with us when20and where they want. By making it easier for customers to21self-serve, we have been able to provide a better customer22experience for customers that choose to call us.23245.25Q.Customer Preference CenterWhat is the Customer Preference Center Project?17
1A.The company designed and implemented a platform to r3outbound communications for outages, billing & payments,4and electric usage and marketing, allowing the customer to5be in control of how and when the company contacts them.6The platform also enhances our ability to provide outbound7communication via multiple communication channels.89Q.What was the cost for this project?A.The company has invested approximately 2 million in the1011Customer Preference Center through 2021.121314Q.How has this project improved the customer experience?A.Because this new platform allows for customers to set their151617own communication preferences, customers will control what18information they receive and how they receive it.19206.Voice of the Customer21Q.What is the Voice of the Customer project?A.In 2020, the company invested in a Voice of the Customer222324(“VOC”) platform to systematically gather our VOC data and25feedback in a central location through integration with18
1other key systems. VOC is a concept (or program) that2encompasses3needs, wants, perceptions, preferences, and expectations4so we better understand our customers. The main benefit of5a VOC program is that it can measure the experience of a6customer7allowing us to draw more meaningful insights to improve8the customer experience. Through implementation of the VOC9platform, we created our first transactional survey ction,12planned over the next few years to continue to capture13valuable customer feedback with the goal of improving14customer ofinsightstheirinvestments1516Q.What was the cost for this project?A.In 2020 and 2021, the company invested approximately 1171819million in the VOC platform with additional investments in20the platform planned for 2022.2122Q.How has this project improved the customer experience?A.This project has created a central platform for customer232425feedback, creating a more holistic view of our customers19
1and using the data to create actionable insights to address2points3initiatives to improve the customer 7.Web & Portal Enhancements6Q.What is the Web & Portal Enhancements project?A.Tampa Electric launched its first online customer self-78service portal (“customer portal”) in 2017 as part of t history; making payments at any time; and starting16and stopping ingtheir1718Since the launch in 2017, Tampa Electric improved usability19by20redesigned21accessible for mobile creenstoofmakemenusthemandmore2223Q.What was the cost for this project?A.The2425companyhasspentapproximately20 7millionon
1enhancements to the external website and customer portal2during years 2017 - 2021, with additional enhancements3planned for 2022.45Q.How has this project improved the customer experience?A.Tampa Electric adopted a “mobile first” strategy that678allows customers to do business with the company on their9device and channel of choice, meaning that customers can10contact us when and where they want using the method of11communication12balanced by ensuring that customers can also interact with13customer14solutions.15service, strongly shapes customer satisfaction and creates16efficiencies that improve the telephone italthroughonline1718Process Improvements19Q.Has Tampa Electric made any improvements to its customerservice processes since 2013?202122A.Yes. Tampa Electric made several process improvements,23including:241.Customer Experience Center Process Improvements252.Business Customer Improvements21
3.1Other Process Improvements231.Customer Experience Center Process Improvements4Q.What are the Customer Experience Center Process ’scentral7customer connection hubs that handle all types of incoming8channels, including telephone, email, and social media.9The Customer Experience Centers handle emergency and non-10emergency requests 24 hours a day, seven days a week. Tampa11Electric has four physical Customer Experience Centers12located in downtown Tampa, Ybor City, Miami, and ess customers, new construction requests, and demand18side management tialthatarecustomers,1920Tampa Electric made several improvements to the Customer21Experience Centers over the last several years, including:22 esigned more than 300 legacy processes and procedures24and trained team members in their use. This reduced25unnecessary handoffs and improved quality and accuracy.22
1For example, Tampa Electric significantly reduced the2amount of time a customer spends on the phone with a CSP3to initiate new service. Tampa Electric also deployed a4secure document upload system so CSPs and customers can5securely email documents between each other, eliminating6the use of fax machines.7 Greeting Card Campaign: When a CSP recognizes that a8customer has achieved a specific milestone (new home9purchase, birthday, special event, etc.), or when a10customer expresses they may be going through a rough11time, the CSP can send the customer a hand-written12greeting card. The program has been wildly successful13and has received many customer accolades.14 nted a more comprehensive training methodology16and approach to ensure all CSPs are knowledgeable and17able to assist customers on the first attempt.18 Quality Monitoring: Tampa Electric implemented a quality19monitoring program to support and improve the customer20experience through audio/visual monitoring of inbound21and outbound phone and online customer interactions. The22evaluation process measures quality standards; first23call resolution; transactional accuracy; compliance with24applicable Tampa Electric policies, rules, laws, and25regulations;andcustomer23impactofactions.In
ation behaviors supporting a positive customer3experience and alignment with the drivers of customer4satisfaction as defined by J.D. Power (“JDP”).562.Business Customer entshasTampaElectric made since 2013?8910A.Tampa Electric has enhanced the experience for our business11customers through several new changes:121. The company made it easier for business customers to13execute large transactions for multiple accounts on the14customer portal (e.g. download bills in bulk, make a15single payment to multiple accounts, search for payments16made for multiple accounts).172. The company enhanced the SAP user interface to pull18critical information more quickly and better assist19large customers when they call.203. In late 2017, the company started a mid-market account21management team focused on proactively serving mid-sized22commercial23reliability issues. The team identifies recurring issues24to ensure issues are addressed and resolved as quickly25as possible.customeraccounts24withbillingand
14. Tampa Electric created an internal, cross-functional2team (“Reliability Council”) in 2019 to address key3reliability4replacement). These efforts are discussed in greater5detail in the direct testimony of Tampa Electric witness6Regan B. Haines.issues(e.g.proactiveswitchgear75. The company conducts a bi-annual key account management8survey to gather customer feedback with the goal of9identifying opportunities for improvement.106. The company implemented and began tracking key metrics11(e.g. number of key account site visits) to ensure we12are serving business customers appropriately.137. The company enhanced the outage management process for14business customers by:15a. Implementing an internal communications process to16ensure information is shared internally, so account17management can proactively keep business customers18informed during outages.1920b. Instituting a more coordinated and structured processfor planned outages.21c. Enhancing the outage map, making it more informative22and easier to use and improved outbound communications23for outages.242525
13.Other Process Improvements2Q.What other process improvements has Tampa Electric recentlyimplemented to improve the customer experience?345A.In addition to the comprehensive changes noted in the6categories above, Tampa Electric has implemented several7additional improvements directly focused on improving the8customer experience:91. By establishing usability testing and implementing best10practices in web design, Tampa Electric improved the11functionality of its website. The newly implemented12Integrated Marketing & Communications Program ensures we13are providing an enhanced experience through our social14media platform and traditional communications.152. Tampa Electric provides a welcome letter when customers16initiateservice.17customer of important information around their service18and19delivered20electronically through email depending on the customer’s21selection at the time of or223. Tampa Electric has refreshed key messaging on its social23media, website, and bills to ensure we present relevant24communication25conservation programs, billing and payment services, andrelated26tosafety,reliability,
the company’s online portal.123New tionaltraining in the customer experience area since 2013?567A.Tampa Electric has significantly enhanced the training8programsfor9experience business units, such as billing and payment,credittheandcompany’sCSPs11consistency, and a World Class customer experience. These12training programs include the programs below, in addition13to several others:141. Universal Agent Training: All CSPs undergo the lityto16resolve customer issues, greatly reducing call transfers17and hold times. This supports our goal of getting it18right the first time and minimizing hand-offs – both of19which contribute to fewer calls to the call center and20a happier customer.212. Soft Skills Training: The soft skills training program22and accompanying quality program was initiated to ensure23a consistent and comprehensive call flow, focused on24soft skills and positive customer interaction.253. Monthly Refresher Training: All customer experience team27
1members are provided with customized monthly refresher2training3system enhancements and process impro
SAP Customer Relationship, Management & Billing "CRB" 8 System Implementation & Continued Enhancements 9 2. Outage Enhancements 10 3. Contact Center Management ("CCM") and Interactive 11 Voice Response ("IVR") System Enhancements & 12 Replacement 13 4. Automation Functionality 14 5. Customer Preference Center 15 6. Voice of the Customer
